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)

Tesis de investigacion presentada como requisito para optar al titulo de: Magister en Administracion MSc. -- Linea de Investigacion: Gestion del Conocimiento y Capacidades Dinamicas.

La gestión del conocimiento y su influencia en las capacidades dinámicas: Contrastación empírica en Empresas Colombianas Intensivas en uso de conocimiento

Despite ongoing debate about whether they can and should, most higher education institutions include the development of employability skills within their curricula. However, employers continue to report that graduates are not ready for the world of work, and lack some of the most basic skills needed for successful employment. Research into why this might be abounds from the perspectives of multiple stakeholders, including government, employers, higher education institutions and graduates. Interestingly though, the views of undergraduates, the recipients of this employability development, are not well known. This could be important, because learning theory tells us that motivation and commitment of learners is an essential prerequisite for effective outcomes. So the question is raised as to whether undergraduate students are engaged with employability skills development. This article reports on a study exploring the views of over 400 business studies, marketing and human resource management undergraduate s...

The student perspective on employability

Graduate employability has become a key driver for universities in Australia and the UK. In response to increasing pressure from governments and employer groups, universities have adopted a range of generic skill-based learning outcomes which, when embedded into degree programs, are expected to increase graduate employability and therefore improve graduate employment outcomes. In addition, many universities are now including internships, work placements and international study in their programmes with the aim of enhancing graduate employment prospects. This somewhat instrumental approach to graduate employability does not, however, take into account other critical factors. Drawing on the broader employability literature, this article develops a framework that incorporates six key dimensions – human capital, social capital, individual attributes, individual behaviours, perceived employability and labour market factors – to help explore and explain the concept of graduate employability.

Rethinking graduate employability: the role of capital, individual attributes and context

The main aim of this paper is to extend the suitability of the concepts of the boundaryless and the protean career for the study of career mobility. To do so, we introduce a conceptual model that maps out the main factors determining and constraining transitions in careers. This model shows marks of European thinking on careers. It not only builds on aspects of both the boundaryless and protean career concepts, but also extends the focus by paying attention to the interplay between agency and structure. It adds to our understanding of the complex interplay between individual and structural factors shaping individuals' careers. An additional added value of the model is that it is built on insights from diverse research streams, including self-determination theory and turnover literature. The article concludes with a discussion of the main contributions of the model and directions for future research.

Career mobility at the intersection between agent and structure: A conceptual model

Self perceived employability: construction and initial validation of a scale for university students

Back to the future: New potential for structuration theory in management accounting research?

As an alternative approach to outsourcing, the Shared Service Organisation (SSO) model retains support services in-house. By re-locating in specialised sites, and by incorporating characteristics from business divisions, head office and outsourcing, the SSO is a new organisational form that combines a market-style, customer-centred, outlook with in-house management direction and control. Consultants claim that the SSO can reduce costs and improve support service quality, with the additional benefit that both control and knowledge remains located within the hierarchy of the firm. In order to critically review these claims and examine the specific novelty of the SSO, the paper interprets data from a longitudinal case study through the lens of institutional theory. Some implications for management accounting and management accountants are noted.

Ian Herbert

Papers

Self perceived employability: construction and initial validation of a scale for university students

Back to the future: New potential for structuration theory in management accounting research?

Shared services as a new organisational form: Some implications for management accounting

Shared service centers and professional employability.

Graduate employability, employment prospects and work-readiness in the changing field of professional work