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)

Redesigning Social Inquiry Fuzzy Sets And Beyond

第１章 ＧＥＭ調査の概要（分析の枠組み；調査方法；起業活動の定義；起業活動率；起業活動と経済成長；起業の計画と失敗） 第２章 起業家と事業特性（起業家の背景；起業家の能力；事業特性；起業家教育） 第３章 起業の環境（社会的資源；起業家に対する評価；経済危機の影響；起業活動の投資環境） 第４章 専門家調査（資金調達；政府の方針；支援プログラム；教育システム；技術移転；コマーシャル・サービス；起業文化；事業機会；経営能力；起業家に対する評価；女性への支援；急成長への注目；イノベーションへの関心；調査結果） 第５章 政策への提

起業と経済成長 : global entrepreneurship monitor調査報告

This book opens a fresh chapter in the debate on local enterprise clusters and their strategies for upgrading in the global economy. The authors employ a novel conceptual framework in their research on industrial clusters in Europe, Latin America and Asia and provide new perspectives and insights for researchers and policymakers alike.

Governance in global value chains

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

http://academiab.org/wp-content/uploads/2015/01/Hybrid-organizations_Organizational-Dynamics.pdf

Hybrid organizations: The next chapter of sustainable business

In this paper, we review the debate surrounding whether or not the natural environment should be considered an organizational stakeholder. We argue for a broad definition of stakeholders, and present a case for the natural environment being an easily identifiable primary stakeholder when climate change is brought into the debate. We develop a conceptual stakeholder identification framework by combining and extending the work of Mitchell, Agle and Wood, and Driscoll and Starik. We approach the stakeholder issue from a strategic rather than moral or ethical perspective. In particular, we contend that power, legitimacy, urgency and proximity are combined when climatic changes, such as increasingly frequent anomalous extreme weather, can damage business infrastructure, resources, products and market, overshadowing moral and ethical aspects of the debate. We also identify key implications for business and policymakers, and highlight opportunities for future research. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.

The natural environment as a primary stakeholder: the case of climate change

This introduction to the special issue on hybrid organizations defines hybrids, places them in their historical context, and introduces the articles that examine the strategies hybrids undertake to...

/pdf/hybrid-organizations-origins-strategies-impacts-and-3pbkn7w2xb.pdf

Hybrid Organizations: Origins, Strategies, Impacts, and Implications:

Corporate sustainability has become mainstream; reaching into all areas of business management. Yet despite this progress, large-scale social and ecological issues continue to worsen. In this article, we examine how corporate sustainability has been enacted as a concept that supports the dominant beliefs of strategic management rather than challenging them to shift business beyond the unsustainable status quo. Against this backdrop, we consider how hybrid organizations (organizations at the interface between for-profit and nonprofit sectors that address social and ecological issues) are operating at odds with beliefs embedded in strategic management and corporate sustainability literatures. We offer six propositions that define hybrid organizations based on challenges they present to the beliefs embedded in these literatures and position them as new heretics of strategic management and corporate sustainability orthodoxy. We conclude with the implications of this heretical force for theory and suggest dire...

The New Heretics: Hybrid Organizations and the Challenges They Present to Corporate Sustainability

Addressing sustainability issues in a globalized world requires the emergence and diff usion of new organizational forms and new forms of governance (Ehrenfeld, 2008; Elkington, 1998). In this chapter, we note how 
the traditional distinctions between for-profi t and non-profi t sectors 
are blurring, and explore the emergence of a new form of organization 
in that intervening space: termed the hybrid organization. We explore 
this new organizational form and identify a sustainability-driven business model that hybrids use to create and diff use positive social change 
within the social and environmental contexts they operate. Drivers 
of this model include concepts familiar to scholars of positive organizational scholarship, such as organizational virtuousness (Cameron, 
Bright,  & Caza, 2004), positive meaning-making, positive relationships (Dutton & Glynn, 2008), and thriving at work (Spreitzer, Sutcliff e, 
Dutton, Sonenshein, & Grant, 2005). Th e social change agency of hybridorganizations is further enabled by positive leadership (Cameron  & 
Lavine, 2006).

Nardia Haigh

Papers

Hybrid organizations: The next chapter of sustainable business

The natural environment as a primary stakeholder: the case of climate change

Hybrid Organizations: Origins, Strategies, Impacts, and Implications:

The New Heretics: Hybrid Organizations and the Challenges They Present to Corporate Sustainability

Hybrid Organizations as Agents of Positive Social Change: Bridging the For-Profit and Non-Profit Divide