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)

Much effort goes into building markets as a tool for economic and social development, often overlooking that in too many places social exclusion and poverty prevent many, especially women, from participating in and accessing markets. Building on data from rural Bangladesh and analyzing the work of a prominent intermediary organization, we uncover institutional voids as the source of market exclusion and identify two sets of activities – redefining market architecture and legitimating new actors – as critical for building ‘inclusive' markets. We expose voids as ‘analytical spaces' and illustrate how they result from conflict and contradiction among institutional ‘bits and pieces' from local political, community, and religious spheres. Our findings put forward a perspective on market building that highlights the ‘on the ground' dynamics and attends to the ‘institutions at play', to their consequences, and to a more diverse set of ‘inhabitants' of institutions.

Building Inclusive Markets in Rural Bangladesh : How Intermediaries Work Institutional Voids

Green innovation and organizational performance: The influence of big data and the moderating role of management commitment and HR practices

Social innovation research: An emerging area of innovation studies?

Innovations for sustainable development: Moving toward a sustainable future

Social innovation: Moving the field forward. A conceptual framework

The emerging cruise shipping industry in the arctic: Institutional pressures and institutional voids

In this article, we present visual maps as a way of visually representing qualitative data to improve rigor and analysis in process research.
Visual representation of data is an essential element of scientific discourse, and historically scholars have put a great deal of effort into
finding creative and efficient ways of visually representing quantitative data. Nevertheless, despite endeavors to integrate visual methods
into organizational and management research, qualitative research still lacks a conceptual grounding of the ontological status of visual representation as well as effective tools to visually display data. We contribute to filling these gaps and start a discussion on qualitative data
visualization by proposing Latour’s concept of inscription as a conceptual framework and the use of visual maps as a methodological tool
for qualitative process research. We provide an analytical example of how visual mapping could become a methodological tool that enables
recognizing patterns, condensing data, and comparing and examining relationships over time that are not necessarily visible independently
of their representations. This also enables researchers to make sense of data, improve analysis, and theorize, thus fostering reflexive thinking
and facilitating communication.

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Visual Maps for Process Research: Displaying the Invisible

Despite recent calls for processual analysis of routines creation, little work has been done to investigate the entrepreneurial mechanisms that explain the creation and adoption of new routines. This paper provides a processual contribution to the study of organizational routines by proposing a model for routine creation, based on an analysis of collective entrepreneurial actions. Using an entrepreneurial bricolage lens, we show how agents, during the creation of new routines, develop mechanisms to adapt firm processes, enact external constraints and validate novel practices. Our analysis is based on a three-year collaborative study in a French biotechnology firm. We develop a processual model of routine creation comprising three phases: scanning, performing and adopting. The model provides new insights into the interplay between artefacts and entrepreneurial actions in the creation of new routines.

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The effortful process of routines emergence: the interplay of entrepreneurial actions and artefacts

This paper aims at understanding how and why managers can mobilize networks for creating and modifying organizational routines. We mobilize both routines and social capital corpus associated to str...

Giovany Cajaiba-Santana

Papers

Social innovation: Moving the field forward. A conceptual framework

The emerging cruise shipping industry in the arctic: Institutional pressures and institutional voids

Visual Maps for Process Research: Displaying the Invisible

The effortful process of routines emergence: the interplay of entrepreneurial actions and artefacts

"Routines, Capabilities and Networks: Strengthening a Missed Link"