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)

Social Stratification in Science

“Not everything that can be counted counts, and not everything that counts can be counted”—Albert Einstein Has university scholarship gone astray? Do our academic assessment systems reward scholarship that addresses the questions that matter most to society? Using international business as an example, we highlight the problematic nature of academic ranking systems and question if such assessments are drawing scholarship away from its fundamental purpose We call for an immediate examination of existing ranking systems, not only as a legitimate scholarly question vis-a`-vis performance—a conceptual lens with deep roots in management research—but also because the very health and vibrancy of the field are at stake Indeed, in light of the data presented here, which suggest that current systems are dysfunctional and potentially cause more harm than good, a temporary moratorium on rankings may be appropriate until more valid and reliable ways to assess scholarly contributions can be developed The worldwide community of scholars, along with the global network of institutions interacting with and supporting management scholarship (such as the Academy of Management, AACSB, and Thomson Reuters Scientific) are invited to innovate and design more reliable and valid ways to assess scholarly contributions that truly promote the advancement of relevant 21st century knowledge, and likewise recognize those individuals and institutions that best fulfill the university’s fundamental purpose

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When Knowledge Wins: Transcending the Sense and Nonsense of Academic Rankings

The role of information systems in the creation and appropriation of economic value has a long tradition of research, within which falls the literature on the sustainability of IT-dependent competitive advantage. In this article, we formally define the notion of IT-dependent strategic initiative and use it to frame a review of the literature on the sustain- ability of competitive advantage rooted in information systems use. We offer a framework that articulates both the dynamic approach to IT-dependent strategic advantage currently receiving attention in the literature and the underlying drivers of sustainability. This framework models how and why the characteristics of the IT-dependent strategic initiative enable sustained competitive advantage, and how the determinants of sustainability are developed and strengthened over time. Such explanation facilitates the pre-implementation analysis of planned initiatives by innovators, as well as the post-implementation evaluation of existing initiatives so as to identify the basis of their sustainability.

In carrying out this study, we examined the interdisciplinary literature on strategic information systems. Using a structured methodology, we reviewed the titles and abstracts of 648 articles drawn from information systems, strategic management, and marketing literature. We then examined and individually coded a relevant subset of 117 articles. The literature has identified four barriers to erosion of competitive advantage for IT-dependent strategic initiatives and has surfaced the structural determinants of their magnitude. Previous work has also begun to theorize about the process by which these barriers to erosion evolve over time. Our review reveals that significant exploratory research and theoretical development have occurred in this area, but there is a paucity of research providing rigorous tests of theoretical propositions.

Our work makes three principal contributions. First, it formalizes the definition of IT-dependent strategic initiative. Second, it organizes the extant interdisciplinary research around an integrative framework that should prove useful to both research and practice. This framework offers an explanation of how and why IT-dependent strategic initiatives contribute to sustained competitive advantage, and explains the process by which they evolve over time. Finally, our review and analysis of the literature offers the basis for future research directions.

Review: it-dependent strategic initiatives and sustained competitive advantage: a review and synthesis of the literature

A Longitudinal Study of the Impact of R&D, Patents, and Product Innovation on Firm Performance

A paper in one of the quality journals of Management Studies is much more important as a unit of measurement than as a contribution to knowledge. It measures academic performance and determines much academic funding. There is consequently some pressure to publish in quality journals. But quality journals are defined in terms that are themselves defined in terms of quality journals – a circularity that explains both the paper's title and the frustration of those who do not mix in these circles. We examine the gamesmanship of publishing in quality journals. Findings from a survey of heads of Management Studies departments in UK universities suggest that such gamesmanship is common. Cunning and calculation now support scholarship in Management Studies. Gamesmanship will remain common until the rewards for publishing attach to the content of papers, to what is published rather than where it is published. We propose a ‘Tinkerbell Solution’: without belief in the value of a paper in a quality journal, the game is no longer worth playing.

https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1467-6486.2007.00704.x

Ring a Ring o’ Roses: Quality Journals and Gamesmanship in Management Studies*

When means become ends: considering the impact of patent strategy on innovation

The paper explores a case of partnership between a large pharmaceutical company and a national charity in the United Kingdom, a partnership from which the drug company sought improved public relations, and the charity money. Neither side was able to accept this reality. Managers of the partnership insisted that its only purpose was to improve the lifestyle of teenagers. They were supported by a literature on partnership that also tends to ignore the distinction between the task the partnership is set and its fundamental purpose. While much is made of the benefits of partnership, there are likely to be costs, both private and social, associated with failure to admit the purpose of partnership.

Acknowledging the Purpose of Partnership

Education and Training for Innovation in SMEs: A Tale of Exploitation

The European Commission (EC) is anxious to increase the innovation, and hence the competitiveness, of small and medium-sized enterprises (SMEs) in the depressed regions of the European Union (EU). ...

Stuart Macdonald

Papers

Ring a Ring o’ Roses: Quality Journals and Gamesmanship in Management Studies*

When means become ends: considering the impact of patent strategy on innovation

Acknowledging the Purpose of Partnership

Education and Training for Innovation in SMEs: A Tale of Exploitation

Education and Training for Innovation in SMEs: A Tale of Exploitation