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)

Corporate governance: the international journal of business in society

The effectiveness of change management is driven by six factors: A clear and consistent message from the top. A palpable connection between leaders and clinicians. Departments that perform their functions well, but also work in sync with other departments. A healthy level of resistance in the change process. Effective communication. A model for monitoring the change process and responding early to variances.

A heart for change.

The purpose of this paper is to contribute to the understanding and management of complexity and response in projects. To understand complexity, we have taken a subjective view, consistent with att...

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Phongsakorn Amsa-Ard

Papers

The Model of Strategic Change Capability for Development Small and Medium Enterprises (SMEs) in Thailand to Sustainability.