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.

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The iron cage revisited institutional isomorphism and collective rationality in organizational fields

This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

/pdf/a-dynamic-theory-of-organizational-knowledge-creation-22t9dxu55o.pdf

A Dynamic Theory of Organizational Knowledge Creation

Publisher Summary This chapter focuses on the modern notion of short-term memory, called working memory. Working memory refers to the temporary maintenance of information that was just experienced or just retrieved from long-term memory but no longer exists in the external environment. These internal representations are short-lived, but can be maintained for longer periods of time through active rehearsal strategies, and can be subjected to various operations that manipulate the information in such a way that makes it useful for goal-directed behavior. Working memory is a system that is critically important in cognition and seems necessary in the course of performing many other cognitive functions, such as reasoning, language comprehension, planning, and spatial processing. This chapter demonstrates the functional importance of dopamine to working memory function in several ways. Elucidation of the cognitive and neural mechanisms underlying human working memory is an important focus of cognitive neuroscience and neurology for much of the past decade. One conclusion that arises from research is that working memory, a faculty that enables temporary storage and manipulation of information in the service of behavioral goals, can be viewed as neither a unitary, nor a dedicated system. Data from numerous neuropsychological and neurophysiological studies in animals and humans demonstrates that a network of brain regions, including the prefrontal cortex, is critical for the active maintenance of internal representations.

Chapter 11 Working memory

Co-Planar Stereotaxic Atlas of the Human Brain—3-Dimensional Proportional System: An Approach to Cerebral Imaging, J. Talairach, P. Tournoux. Georg Thieme Verlag, New York (1988), 122 pp., 130 figs. DM 268

This paper answers the question, "Why do organizations process information?" Uncertainty and equivocality are defined as two forces that influence information processing in organizations. Organization structure and internal systems determine both the amount and richness of information provided to managers. Models are proposed that show how organizations can be designed to meet the information needs of technology, interdepartmental relations, and the environment. One implication for managers is that a major problem is lack of clarity, not lack of data. The models indicate how organizations can be designed to provide information mechanisms to both reduce uncertainty and resolve equivocality.

https://www.jstor.org/stable/pdfplus/2631846.pdf

Organizational information requirements, media richness and structural design

Organized anarchies are organizations characterized by problematic preferences, unclear technology, and fluid participation. Recent studies of universities, a familiar form of organized anarchy, suggest that such organizations can be viewed for some purposes as collections of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be an answer, and decision makers looking for work. These ideas are translated into an explicit computer simulation model of a garbage can decision process. The general implications of such a model are described in terms of five major measures on the process. Possible applications of the model to more narrow predictions are illustrated by an examination of the model's predictions with respect to the effect of adversity on university decision making.

https://www.jstor.org/stable/pdfplus/2392088.pdf

A Garbage Can Model of Organizational Choice.

A comprehensive guide to the conceptual, mathematical, and implementational aspects of analyzing electrical brain signals, including data from MEG, EEG, and LFP recordings. This book offers a comprehensive guide to the theory and practice of analyzing electrical brain signals. It explains the conceptual, mathematical, and implementational (via Matlab programming) aspects of time-, time-frequency- and synchronization-based analyses of magnetoencephalography (MEG), electroencephalography (EEG), and local field potential (LFP) recordings from humans and nonhuman animals. It is the only book on the topic that covers both the theoretical background and the implementation in language that can be understood by readers without extensive formal training in mathematics, including cognitive scientists, neuroscientists, and psychologists. Readers who go through the book chapter by chapter and implement the examples in Matlab will develop an understanding of why and how analyses are performed, how to interpret results, what the methodological issues are, and how to perform single-subject-level and group-level analyses. Researchers who are familiar with using automated programs to perform advanced analyses will learn what happens when they click the "analyze now" button. The book provides sample data and downloadable Matlab code. Each of the 38 chapters covers one analysis topic, and these topics progress from simple to advanced. Most chapters conclude with exercises that further develop the material covered in the chapter. Many of the methods presented (including convolution, the Fourier transform, and Euler's formula) are fundamental and form the groundwork for other advanced data analysis methods. Readers who master the methods in the book will be well prepared to learn other approaches.

Analyzing Neural Time Series Data: Theory and Practice

Organizational routines-multi-actor, interlocking, reciprocally-triggered sequences of actions-are a major source of the reliability and speed of organizational performance. Without routines, organizations would lose efficiency as structures for collective action. But these frequently repeated action sequences can also occasionally give rise to serious suboptimality, hampering performance when they are automatically transferred onto inappropriate situations.

While the knowledgeable design and redesign of routines presents a likely lever for those wishing to enhance organizational performance, the lever remains difficult to grasp because routines are hard to observe, analyze, and describe. This paper argues that new work in psychology on "procedural" memory may help explain how routines arise, stabilize and change. Procedural memory has close links to notions of individual skill and habit. It is memory for how things are done that is relatively automatic and inarticulate, and it encompasses both cognitive and motor activities.

We report an experiment in which paired subjects developed interlocked task performance patterns that display the chief characteristics of organizational routines. We show evidence from their behavior supporting the claim that individuals store their components of organizational routines in procedural memory. If routines are stored as distributed procedural memories, this may be the source of distinctive properties reported by observers of organizational routines. The paper concludes with implications for both research and practice.

Organizational Routines Are Stored as Procedural Memory: Evidence from a Laboratory Study

A state-of-the-art guide to the new field of complexity-the tool leaders use to understand how people and organizations adapt in a world of rapid change.. Harnessing Complexity will be indispensable to anyone who wants to better comprehend how people and organizations can adapt effectively in the information age. This book is a step-by-step guide to understanding the processes of variation, interaction, and selection that are at work in all organizations. The authors show how to use their own paradigm of "bottom up" management, the Complex Adaptive System-whether in science, public policy, or private commerce. This simple model of how people work together will change forever how we think about getting things done in a group."Harnessing Complexity distills the managerial essence of current research on complexity.A very valuable contribution to the emerging theory of competition and competitive advantage. "-C.K. Prahalad, University of Michigan, coauthor of Competing for the Future"A brilliant exposition that demystifies both the theory and use of Complex Adaptive Systems."-John Seely Brown, Xerox Corporation and Palo Alto Research Center

Harnessing Complexity: Organizational Implications of a Scientific Frontier

Examines the American college presidency, discusses goals, budgets, policy decisions, and tenure, and recommends ways to improve university administration.

Michael X Cohen

Papers

A Garbage Can Model of Organizational Choice.

Analyzing Neural Time Series Data: Theory and Practice

Organizational Routines Are Stored as Procedural Memory: Evidence from a Laboratory Study

Harnessing Complexity: Organizational Implications of a Scientific Frontier

Leadership and ambiguity: the American college president,