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)

Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

A natural resource-based view of the firm

Investigating the impact of social media advertising features on customer purchase intention

The sharing economy and digital platforms: A review and research agenda

Intersecting the boundaries of public and private economic activity, public-private ties carry important organizational strategy, management, and policy implications. We identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes. Two important restraints on private value capture--public partner opportunism and external stakeholder activism--arise asymmetrically under each form, carrying a critical effect on partnership outcomes.

Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective

Trust transfer in social media brand communities: The role of consumer engagement

Despite the importance of green innovation, empirical evidence on its relationship with firm performance is mixed. This study endeavors to address this inconsistency in the evidence by investigating the value-capturing role of competitive strategy. It argues that firms tend to choose appropriate a competitive strategy to maximize performance of green innovation, especially in highly competitive contexts. We collected data from 195 firms in China. Our results suggest that the performance implications of green innovation (including green product innovation and green process innovation) are moderated by competitive strategies (including differentiation strategy and cost-leadership strategy), and these moderating effects are more prominent when competitive intensity is high. The findings of this study enrich theoretical understanding both of green innovation and of competitive strategy and have practical implications for green innovation management.

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Profiting from Green Innovation: The Moderating Effect of Competitive Strategy

The purpose of this paper is twofold: first, to explain whether consumer engagement in social media brand communities (SMBCs) motivates consumer brand loyalty; and second, to explore the antecedents of consumer engagement by developing a model based on personal engagement theory.,Online survey data from 279 brand community members of Weibo (one of the most popular social media websites in China) were used to test the proposed model. Structural equation modeling with partial least squares was performed to test both the measurement model and the structural model. A hierarchical multiple regression analysis was conducted to examine the interaction effects.,The findings show that three factors, namely, recognition, community identification and self-efficacy, had significant positive effects on consumer engagement in SMBCs, which consequently enhanced brand loyalty. Self-efficacy moderated the effects of both community identification and recognition on consumer engagement. The impacts of three factors on consumer engagement are contingent upon the type of SMBCs.,This study extends and advances the literature on consumer engagement by explaining consumer engagement in SMBCs from a new theoretical lens. This study also enriches personal engagement theory by investigating the effects of the interaction between different conditions of engagement. In addition, this study contributes to brand loyalty literature by providing empirical evidence of the impact of consumer engagement on brand loyalty. Finally, this study contributes to the online brand community study by introducing personal engagement theory into SMBC context, and examining the moderating role of SMBC types.

Linlin Liu

Papers

Trust transfer in social media brand communities: The role of consumer engagement

Profiting from Green Innovation: The Moderating Effect of Competitive Strategy

When will consumers be ready? A psychological perspective on consumer engagement in social media brand communities

Does environmental responsibility matter in cross-sector partnership formation? A legitimacy perspective

Carbon neutrality through supply chain performance: does green innovation matter in Asia?