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)

The study of cognition in organizations has burgeoned in recent years. Top-down information processing theory suggests that individuals create knowledge structures to help them process information and make decisions. While the benefits of employing such knowledge structures are widely noted, there is a growing concern that they can limit decision makers' abilities to understand their information environments and thus, compromise their decision making. This issue has captured the imagination of managerial and organizational cognition researchers. To date, their inquiry has been eclectic in focus and method. To order and advance this work, the author reviews extant research on the developmental origins and decision consequences of both the content and structure of knowledge structures at multiple levels of analysis. A host of research challenges are identified to help develop a better understanding of knowledge structure representation, development, and use in organizations.

https://www.jstor.org/stable/pdfplus/2635252.pdf

Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane

https://repub.eur.nl/pub/2244/eur_dekker_65.pdf

Quantitative models for reverse logistics: A review

Normal accidents. Living with high-risk technologies

This article illustrates how work contexts motivate employees to care about making a positive difference in other people's lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees' actions and identities. Whereas existing research focuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference.

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Relational Job Design and the Motivation to Make a Prosocial Difference

This fifth edition of the classic text, Strategic Management of Health Care Organizations, introduces strategic thinking, strategic planning, and strategic momentum to advanced undergraduate and graduate students as well as practitioners in the field of health care It demonstrates how strategic managers can become strategic thinkers with the crucial skills to evaluate the changing environment, analyze data, question assumptions, and develop new ideasSwayne, Duncan, and Ginter present methods to develop and document a plan of action through strategic planning and illustrate how, as managers attempt to carry out the strategic plan, they evaluate its success, learn more about what works, and incorporate new strategic thinking into future planning, strategy formulation, and situational analysis They demonstrate how strategic management "maps" can provide the direction needed for successful implementationIn this new edition, all chapters have been revised and contain new or updated Introductory Incidents and Perspectives Appendix A has been revised to match the new model of strategic thinking, planning, and managing the strategic momentum Twenty real-life case studies, including nine new cases and three updated classics, present diverse strategic situations in an accessible manner that enhances the applicability of the concepts for students and professionalsThe text is supported by PowerPoint slides and an Instructors' Manual

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Strategic management of health care organizations

Executive Overview It is generally agreed in the strategic management literature that internal organizational assessment is less developed theoretically and practically than other areas of situation analysis. This paper presents a four stage approach to analyzing a firm's internal strengths and weaknesses and illustrates how the technique can facilitate strategy formulation through the integration of value chain concepts and the incorporation of the most recent findings on internal resources and capabilities. A case example is used to illustrate how the approach can be applied by strategic decision makers as a tool for exploring the potential of their companies for sustained competitive advantage.

Competitive advantage and internal organizational assessment

Macroenvironmental analysis for strategic management

Public health officials and journalists play a crucial role in disseminating information regarding natural disasters, terrorism and other human-initiated disasters. However, research suggests that journalists are unprepared to cover terrorism and many types of natural disasters, in part because of lack sufficient expertise in science and medicine and training. The objective of this research was to identify solutions to problems facing journalists and public health public information officer (PIOs) of communicating with the public during natural and human-initiated disasters. To assist in identifying the most pressing problems regarding media response to health-related risks such as terrorism and large-scale natural disasters, 26 expert advisors were convened, including leaders representing journalists and public information officers, state health officials, experts in terrorism and emergency preparedness, and experts in health, risk, and science communication. The advisory group participated in pre-arranged interviews and were asked to identify and review bioterrorism educational resources provided to journalist. All advisory group members were then invited to attend a day long meeting January 29, 2004 to review the findings and reach consensus. The most pressing problems were found to be a lack of coordination between PIO's and journalists, lack of resources for appropriately evaluating information and disseminating it efficiently, and a difference in perception of PIO's and journalist towards each others role during emergency situations. The advisory board developed a list of 15 recommendations that may enhance communication plans betweens PIO's, journalist and the public. The solutions were meant to be feasible in terms of costs and practical in terms of the professional and organizational realities in which journalists and PIO's work. It is clear that PIO's and journalists play crucial roles in shaping public response to terrorism and other disasters. The findings from this formative research suggest that perspectives and organizational processes often limit effective communication between these groups; though practical solutions such as participation of journalists in drills, scenario exercises, sharing of informational resources, and raising awareness at professional trade meetings may enhance the timely dissemination of accurate and appropriate information.

/pdf/effective-media-communication-of-disasters-pressing-problems-33k9abcvjs.pdf

Effective media communication of disasters: Pressing problems and recommendations

Recycling and the operation of reverse distribution channels are appropriately receiving increased attention as rampant solid waste pollution, energy shortages, and serious materials scarcity are recognized as realities of our modern age. If organizations are to survive in this modern era, they will necessarily have to plan, organize, and manage specifically for environmental, energy, and materials contingencies. Business practice and philosophy are changing as it becomes increasingly apparent that we do indeed live in a world of finite resources and limited energy supplies. Central to this changing philosophy is the implementation of reverse channels of distribution.

Peter M. Ginter

Papers

Strategic management of health care organizations

Competitive advantage and internal organizational assessment

Macroenvironmental analysis for strategic management

Effective media communication of disasters: Pressing problems and recommendations

Reverse Distribution Channels for Recycling