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.

The paper reviews two different CSR conceptualizations, one by Carroll (1979,1991) and one by Lantos (2001) arguing that Lantos' (2001) dichotomous conceptualization of discretionary responsibility into altruistic and strategic may be quite promising in the context of developing countries. The paper then presents the findings of an empirical study undertaken in the Lebanese context, illustrating the continued prevalence of altruistic CSR in developing countries. The differing dynamics of altruistic and strategic CSR are highlighted and implications drawn relating to the usefulness of a strategic CSR approach in the context of developing countries

The Case for Strategic Corporate Social Responsibility in Developing Countries

Partnerships between businesses and NGOs in the context of CSR

The concept of public private partnerships (PPPs) has attracted worldwide attention and acquired a new resonance in the context of developing countries. PPPs are increasingly heralded as an innovative policy tool for remedying the lack of dynamism in traditional public service delivery. However PPPs have also become mired in a muddle of conceptual ambiguities. This paper sheds light on the PPP concept and the rationale for invoking private participation in developing countries. It also identifies critical success factors and policy requirements for successful PPP implementation. Finally, the paper presents a case study assessment of a post‐war PPP initiative in the Lebanese telecommunications sector and draws out lessons for improving the effectiveness and viability of PPP projects in the context of developing countries.

Success and failure mechanisms of public private partnerships (PPPs) in developing countries: Insights from the Lebanese context

Formulating and translating Corporate Social Responsibility (CSR) strategy into actual managerial practices and outcome values remains an ongoing challenge for many organizations. This paper argues that the Human Resource Management (HRM) function can potentially play an important role in supporting organizations to address this challenge. We argue that HRM could provide an interesting and dynamic support to CSR strategy design as well as implementation and delivery. Drawing on a systematic review of relevant strategic CSR and HRM literatures, this paper highlights the important interfaces between CSR and HRM and develops a conceptual model, the CSR-HRM Co-Creation Model which accounts for the potential HRM roles in CSR and identifies a range of outcome values resulting from a more effective integration of the role of HRM within CSR. The paper concludes with relevant theoretical and managerial recommendations that advance our understanding of the potential interfaces between HRM and CSR and how HRM can support a systematic and progressive CSR agenda.

Exploring human resource management roles in corporate social responsibility: the CSR-HRM co-creation model

Interest in Corporate Social Responsibility (CSR) has proliferated in academic and business circles alike. In the context of CSR, the spotlight has traditionally focused on the role of the private sector particularly in view of its wealth and global reach. Other actors have recently begun to assume more visible roles in the context of CSR, including Non-governmental organizations (NGOs) which have acquired increasing prominence on the socio-economic landscape. This article examines five partnerships between businesses and NGOs in a developing country context that fall in the realm of CSR. The article starts with a literature review, delineating foundational underpinnings that have to be carefully designed and crafted to promote the success of collaborative ventures. An empirical study of five selected partnerships between businesses and NGOs in Lebanon is then presented, allowing to derive interesting insights into types of existing alliances, their relational characteristics as well as salient factors considered most determinant of success or failure in this regard.

Dima Jamali

Papers

The Case for Strategic Corporate Social Responsibility in Developing Countries

Partnerships between businesses and NGOs in the context of CSR

Success and failure mechanisms of public private partnerships (PPPs) in developing countries: Insights from the Lebanese context

Exploring human resource management roles in corporate social responsibility: the CSR-HRM co-creation model

Uneasy Alliances: Lessons Learned from Partnerships Between Businesses and NGOs in the context of CSR