Organizational learning II: Theory, method and practice

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Redesigning Social Inquiry Fuzzy Sets And Beyond

Rising Tide: Gender Equality and Cultural Change Around the World.

Rising Tide: Gender Equality and Cultural Change Around the World

'Institutionalized Organizations: Formal Structure as Myth and Ceremony', American Journal of Sociology, 83, pp. 340-63.

Purpose – The purpose of this paper is to explain the emergence of CSR in Afghanistan as a novel context in the South-Asian CSR debate. Design/methodology/approach – The findings of the paper are based on case studies of four corporations in the Afghan mobile telecommunications industry. Multiple sources of qualitative data are coded according to the analytical framework of the paper to generate the findings. Findings – The findings highlight that the Afghan national setting can be conceptualised as an “area of limited statehood” indicating the weak national institutional setting, which enables space for manoeuvring for non-state actors to play a pivotal role in business-society relations. The paper highlights that the CSR practices are driven by the multi-level organisational field that through a unique blend of global coercive, mimetic and normative pressures lead to convergence around explicit CSR themes. Research limitations/implications – The findings are based on CSR practices that are explicitly st...

CSR in Afghanistan: a global CSR agenda in areas of limited statehood

To date, the concept of corporate social responsibility (CSR) has not received systematic attention in the Middle East. Our excursion in this book is intended to flesh out the understanding and practice of CSR in this part of the world. As will be revealed through the various contributions, CSR in the Middle East has distinctive roots and unique expressions that do not always mirror the current understanding and practice in the West. Nevertheless, from the contributions that follow, the reader will be reassured to learn that CSR is alive and well in the Middle East, although it continues to have its unique flavor and connotations. Moreover, the group of scholars and practitioners that we have had the fortune to work with through the compiling of this book attest to an unwavering commitment to the basic concepts of collective effort and giving that are captured in the noble notion of CSR.

Introduction: CSR in the Middle East: Fresh Perspectives

CSR in the Middle East

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Dima Jamali

Papers

CSR in Afghanistan: a global CSR agenda in areas of limited statehood

Introduction: CSR in the Middle East: Fresh Perspectives

CSR in the Middle East

Mapping the emerging field of responsible management: domains, spheres, themes, and future research

CSR in developed versus developing countries: a comparative glimpse