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)

...a quarter of a century ago I was led to the doctrine and maxim of right thinking that, if we search out all the practical consequences of a conception, we have in their aggregate the entire meaning of that conception. This doctrine, known as pragmatism, has certainly found some redoubtable defenders. Of the immediate utility of the maxim in the study of philosophy, nobody who has had experience in such use of it is ever likely to speak lightly. I believe, too, that it suggests a conception of the nature of intellect, and a theory of the relation of thought to the body, from which psychologists have still something to learn.

Pragmatism의 眞理論 小考

Combining quantitative and qualitative methods: fction or reality

The nature of government

Collaboration among stakeholders on poverty reduction programs in developing countries is part of strategic approach to combating and significantly reducing poverty numbers. The main purpose of collaboration among stakeholders or actors is to transform the power of togetherness into energising local communities to reduce poverty numbers effectively.
However, the history of implementation of various poverty reduction programs shows that there has been a long succession of such programs implemented by the Indonesian government in attempts to overcome poverty problems and to achieve social justice. This history means that the Indonesian government has had many experiences attempting a pragmatic philosophy to achieve social equity, eternal peace and common welfare. This study investigates the implementation of collaboration among stakeholders as poverty reduction strategies during the decentralisation era in the Takalar and Barru districts, South Sulawesi Province, Indonesia.
A case study approach was taken, utilising the Evolutionary Governance Theory (EGT) of Van Assche, Beunen and Duineveld (2014). This research assessed the argument that inadequate collaboration and collective decision making between stakeholders involved in the development process is a major reason why poverty reduction policy and implementation has failed at the provincial and local district levels.
Data collection methods including semi-structured interviews, review of documents and field observation. The 70 (seventy) informants were selected based on their knowledge, involvement and responsibility in the various collaborative poverty reduction programs in both districts. This sample included government officials, members of donor organisations, NGOs activists, local leaders and the local communities.
The elements of EGT (Assche, Beunen, & Duineveld, 2014) as a social system framework were adjusted and extended based on the findings of the study within the context of the local public policies. This adaptation is based on the consideration that “the roles of local leaders lead on collaboration between stakeholders on poverty reduction programs”.
findings from the two Indonesian districts can be generalised to a broader population with some boundaries. However, this in-depth study of the cases contributes valuable theoretical and practical knowledge to the community. The study findings show that the local leader as a key position on the collaboration among stakeholders evolved from existing system of Social Governance throughout a process of evolutionary governance. These collaborative anti-poverty programs are demonstrated by two case studies, which involved elements of civil society such as local leaders, local community leaders, local communities, donors, and NGOs activists, whose involvement is a major factor in the sustainability of the programs. Future research requires exploration of the roles of these actors to provide a broader perspective on their roles in evolutionary governance implementation and sustainable use.

Stakeholders Collaboration in Poverty Reduction Programs in South Sulawesi, Indonesia: A Case Study

................................................................................................................................................. 2 Acknowledgements ................................................................................................................................ 3 Declaration by Candidate: ...................................................................................................................... 4 Originality Declaration ...................................................................................................................... 4 Table of

https://researchbank.swinburne.edu.au/file/562a1696-6d7f-4040-ad02-eef543d46700/1/Nurdin Nurdin Thesis.pdf

Nurdin Nurdin

Papers

The role of a social system in the implementation and sustainable use of local e-government: an Indonesian case study