How did John W. Meyer describe the ceremonial role of organizational design?

In the context of neoinstitutionalism, the American sociologist John W. Meyer argued that organizational designs—particularly those visible to outsiders—serve a vital "ceremonial" function.1

According to Meyer, organizations adopt specific designs favored by experts, such as management consultants or professional bodies, to signal conformity to prevailing social norms. By mirroring these standardized structures, an institution gains legitimacy and approval from influential external constituencies.1

However, Meyer noted that these expert-favored designs often fail to address the complex, practical realities of the work the organization must actually perform. Consequently, organizations frequently face a tension between implementing designs that satisfy internal operational needs and those that meet external standards. This dynamic creates a characteristic discrepancy between an organization's "formal" structure, which is designed to satisfy external observers, and its "informal" structure, which reflects the actual, more complicated processes of the work.1