【正文】 tention. Some criticisms have been aimed at the evolutionary theory in relation to its inability to provide an appropriate analysis of the context of technological evolution. De Bresson [27] suggests we turn to the historical perspective in order to get the broader picture of 6 technological evolution. This implies that researchers have to look at processes rather than ad hoc events. One good example of looking at the innovation process is Van de Ven [28] who concluded that what is encountered in the life of an organisation does not match any regular pattern. . Institutional isomorphism Institutionalism theories propose to understand changes at the organisational field level where the evolution of a population of organisations can be observe [29,30]. In this perspective, organisational survival is based upon the capacity to adapt to the environment through the evolutionary process of variation–selection–retention forming what has been called the Population Ecology of Organisations [30]. Some authors have worked to explain the diversity of organisations and to identify criteria that make some survive while others disappeared [1]. Based on this biological metaphor, DiMaggio and Powell observe instead a tendency toward greater homogeneity and ask a basic question from this perspective: ‘‘What makes organisations so similar?” [29, p. 147]. Their research leads to a questioning of rationality in decision making process on organisational structure. They argue that market petition and efficiency has not so much to do with the resulting organisational structure. They found instead that institutional isomorphism can better explain the form organisations take on. The level of analysis is situated at the organisational field defined as a dynamic work of organisations that is recognized as having an institutional life. DiMaggio and Powell [29] identified three mechanisms of institutional isomorphic change: coercive isomorphism, mimetic processes and normative pressures. In their seminal work, they also propose hypothesis to predict which organisational fields will be most homogeneous in structure, process and behaviour. . Organisational innovation in the project management literature Innovation in the project management literature refers most often to product and process innovation and is often classified using the bipolar model of radical and incremental [31,32] using the typology from Nelson and Winter [33]. Turner and Keegan [34] suggest that product and process innovations require a creative environment with specific characteristics. 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