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)

It sounds good when knowing the nature of managerial work in this website. This is one of the books that many people looking for. In the past, many people ask about this book as their favourite book to read and collect. And now, we present hat you need quickly. It seems to be so happy to offer you this famous book. It will not become a unity of the way for you to get amazing benefits at all. But, it will serve something that will let you get the best time and moment to spend for reading the book.

https://link.springer.com/content/pdf/10.1057%2Fjors.1974.92.pdf

The Nature of Managerial Work

Research articles on women's entrepreneurship reveal, in spite of intentions to the contrary and in spite of inconclusive research results, a tendency to recreate the idea of women as being secondary to men and of women's businesses being of less significance or, at best, as being a complement. Based on a discourse analysis, this article discusses what research practices cause these results. It suggests new research directions that do not reproduce women's subordination but capture more and richer aspects of women's entrepreneurship.

/pdf/why-research-on-women-entrepreneurs-needs-new-directions-namkn8lf7t.pdf

Why research on women entrepreneurs needs new directions

The article reviews the book "Alone Together: Why We Expect More From Technology and Less From Each Other," by Sherry Turkle.

Alone Together: Why We Expect More from Technology and Less from Each Other.

Fifteen years of research on business model innovation : how far have we come, and where should we go?

The networked business incubator—leveraging entrepreneurial agency?

Purpose – This paper aims to discuss the need to dynamize the existing conceptualization of business model, and proposes a new typology to distinguish different types of business model change.Design/methodology/approach – The paper integrates basic insights of innovation, business process and routine research into the concept of business model. The main focus of the paper is on strategic and terminological issues.Findings – The paper offers a new, process‐based conceptualization of business model, which recognizes and integrates the role of individual agency. Based on this, it distinguishes and specifies four different types of business model change: business model creation, extension, revision, and termination. Each type of business model change is associated with specific challenges.Practical implications – The proposed typology can serve as a basis for developing a management tool to evaluate the impact of specific changes to a firm's business model. Such a tool would be particularly useful in identify...

/pdf/business-model-dynamics-and-innovation-re-establishing-the-ddhpcllnjl.pdf

Business model dynamics and innovation: (re)establishing the missing linkages

Contents:Foreword Sara CarterIntroduction: Methodological Variety in Entrepreneurship ResearchHelle Neergaard and John Parm Ulhoi PART I: CHOOSING A VEHICLE 1. The Entrepreneurship Paradigm (I) Revisited William D. Bygrave2. Critical Realism: A Suitable Vehicle for Entrepreneurship Research?Richard Blundel3. Researching Entrepreneurship as Lived ExperienceHenrik BerglundPART II: STARTING OUT AND GEARING UP 4. Ethnographic Methods in Entrepreneurship ResearchBruce A. Johnstone5. Building Grounded Theory in Entrepreneurship ResearchMarkus M. Makela and Romeo V. Turcan 6. An Action Research Approach to EntrepreneurshipClaire Leitch7. Recognizing Meaning: Semiotics in Entrepreneurial ResearchRobert Smith and Alistair R. Anderson 8. Media Discourse in Entrepreneurship ResearchLeona Achtenhagen and Friederike Welter9. A Foucauldian Framework for Discourse AnalysisHelene AhlPART III: GAINING SPEED 10. Sampling in Entrepreneurial SettingsHelle Neergaard11. Catching it as it HappensEthel Brundin12. Techniques for Collecting Verbal HistoriesBrian McKenzie13. Using E-mails as a Source of Qualitative DataIngrid Wakkee, Paula D. Englis and Wim During 14. The Scientification of FictionJesper Piihl, Kim Klyver and Torben DamgaardPART IV: WINDING DOWN AND ASSESSING THE RIDE 15. Assessing the Quality of Qualitative Research in EntrepreneurshipCaroline Wigren16. A Critical Realist Approach to Quality in Observation StudiesAnne Bollingtoft17. Daring to be Different: A Dialogue on the Problems of Getting Qualitative Research PublishedRobert Smith and Alistair R. Anderson18. Avoiding a Strike-out in the First InningsCandida BrushPostscript: Unresolved Challenges? John Parm Ulhoi and Helle Neergaard Index

/pdf/handbook-of-qualitative-research-methods-in-entrepreneurship-g02kov0gz2.pdf

Handbook of Qualitative Research Methods in Entrepreneurship

Purpose – The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee‐driven innovation (EDI).Design/methodology/approach – This is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI.Findings – The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naive or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way.Research limitations/implications – The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be ...

Employee‐driven innovation: extending the license to foster innovation

Regulation has been an important instrument in pushing the business community towards improved environmental performance. However, there has also been increasing pressure from a growing number of stakeholders, including employees, customers, neighbours, NGOs etc. In order to improve corporate relationships with various stakeholders, companies need to be able to identify these stakeholders and assess their influence. The first part of this paper will discuss the relevant theory and introduce a model to analyse and identify the most significant stakeholder groups and their influence on corporate behaviour. Based on a recent survey of Danish companies, the second part of the paper will report on the success of a variety of stakeholders in forcing companies to introduce environment-related initiatives. The results will then be discussed in light of the theory and other reported results. The paper closes with a discussion of research implications. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment

John P. Ulhøi

Papers

The networked business incubator—leveraging entrepreneurial agency?

Business model dynamics and innovation: (re)establishing the missing linkages

Handbook of Qualitative Research Methods in Entrepreneurship

Employee‐driven innovation: extending the license to foster innovation

Integrating environmental and stakeholder management