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)

https://isiarticles.com/bundles/Article/pre/pdf/1047.pdf

Consensus measurement in Delphi studies: Review and implications for future quality assurance

Preface. Acknowledgements. 1 The Delphi Technique. 2 Debates, Criticisms and Limitations of the Delphi. 3 Applications of the Delphi in Nursing and Health Research. 4 How to Get Started with the Delphi Technique. 5 Conducting the Research Using the Delphi Technique. 6 Analysing Data from a Delphi and Reporting Results. 7 Reliability and Validity. 8 Ethical Considerations. 10 A Modified Delphi Case Study. 11 e-Delphi Case Study. Annotated Bibliography. References. Index.

The Delphi Technique in Nursing and Health Research: Keeney/The Delphi Technique in Nursing and Health Research

Enhancing the resilience of ecosystem services (ES) that underpin human well-being is critical for meeting current and future societal needs, and requires specific governance and management policies. Using the literature, we identify seven generic policy-relevant principles for enhancing the resilience of desired ES in the face of disturbance and ongoing change in social-ecological systems (SES). These principles are (P1) maintain diversity and redundancy, (P2) manage connectivity, (P3) manage slow variables and feedbacks, (P4) foster an understanding of SES as complex adaptive systems (CAS), (P5) encourage learning and experimentation, (P6) broaden participation, and (P7) promote polycentric governance systems. We briefly define each principle, review how and when it enhances the resilience of ES, and conclude with major research gaps. In practice, the principles often co-occur and are highly interdependent. Key future needs are to better understand these interdependencies and to operationalize and apply...

https://www.annualreviews.org/doi/pdf/10.1146/annurev-environ-051211-123836

Toward Principles for Enhancing the Resilience of Ecosystem Services

/pdf/from-control-to-commitment-in-the-workplace-in-factory-after-2rcb0rfp25.pdf

From Control to Commitment in the Workplace: In Factory after Factory, There Is a Revolution Under Way in the Management of Work. Readings on Labor-Management Relations.

Current validity of the Delphi method in social sciences

Hybrid Delphi: A methodology to facilitate contribution from experts in professional contexts

https://isiarticles.com/bundles/Article/pre/pdf/996.pdf

People consultation to construct the future: A Delphi application

Purpose – The purpose of this paper is to provide a classified list of the factors that are most influential in the success of an executive coaching process, arranged in order of importance. Design/methodology/approach – Selection of factors from an exhaustive literature review, and development of a qualitative investigation, applying a Focus Group, a Nominal Group technique, and the Delphi method to a group of experts comprising coaches, coachees, and human resources managers, in order to complete and assess the factors selected. Findings – The most outstanding factors needed in executive coaching are confidentiality, trust, and empathy between coach and coachee; the coach’s ability to generate trust, and her/his competence in communication skills, vocation and commitment; the coachee’s need, motivation, responsibility for his/her own development and commitment to the process; and a guarantee from the organization of the confidentiality of that process. Practical implications – This research furnishes a ...

Determining factors in the effectiveness of executive coaching as a management development tool

Purpose – This paper aims to analyze the impact of three types of embedded ties, namely, specialized complementary resources, idiosyncratic investments and knowledge sharing, on the innovation capacity of firms. It also examines the particularities of the machine-tool industry. Design/methodology/approach – The evaluation of the embedded buyer-supplier ties is based on the potential sources of relational rents proposed by Dyer and Singh (1998). It also draws on Uzzi and Lancaster (2003) and Noordhoff et al. (2011), among others, to discuss the positive and negative aspects of embedded ties. Using data from a survey of 202 European machine-tool firms acting as buyers and sellers, the study proposes and evaluates a structural equation model. Findings – Only knowledge-sharing routines exert a significant positive effect on product innovation performance. Neither an increase in idiosyncratic investments nor in complementary resources and capabilities enhances innovation performance. Moreover, knowledge-sharin...

/pdf/types-of-embedded-ties-in-buyer-supplier-relationships-and-4ep1z65uka.pdf

Jon Landeta

Papers

Current validity of the Delphi method in social sciences

Hybrid Delphi: A methodology to facilitate contribution from experts in professional contexts

People consultation to construct the future: A Delphi application

Determining factors in the effectiveness of executive coaching as a management development tool

Types of embedded ties in buyer-supplier relationships and their combined effects on innovation performance