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Research Design: Qualitative, Quantitative, and Mixed Methods Approaches

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)

'Institutionalized Organizations: Formal Structure as Myth and Ceremony', American Journal of Sociology, 83, pp. 340-63.

The Commonwealth is a free association of sovereign independent slates, numbering 50 at the beginning of 1993. There is no charter, treaty or constitution; the association is expressed in co-operation, consultation and mutual assistance for which the Commonwealth Secretariat is the central co-ordinating body.

United Nations Industrial Development Organization (UNIDO)

Much of the prior research on interorganizational learning has focused on the role of absorptive capacity, a firm's ability to value, assimilate, and utilize new external knowledge. However, this definition of the construct suggests that a firm has an equal capacity to learn from all other organizations. We reconceptualize the firm-level construct absorptive capacity as a learning dyad-level construct, relative absorptive capacity. One firm's ability to learn from another firm is argued to depend on the similarity of both firms' (1) knowledge bases, (2) organizational structures and compensation policies, and (3) dominant logics. We then test the model using a sample of pharmaceutical–biotechnology R&D alliances. As predicted, the similarity of the partners' basic knowledge, lower management formalization, research centralization, compensation practices, and research communities were positively related to interorganizational learning. The relative absorptive capacity measures are also shown to have greater explanatory power than the established measure of absorptive capacity, R&D spending. © 1998 John Wiley & Sons, Ltd.

Relative absorptive capacity and interorganizational learning

De-internationalization through the lens of intellectual property rights

De-internationalization is a novel phenomenon that is gaining significant attention because of its proliferation in international business. However, unlike internationalization, literature on de-internationalization remains opaque and scarce, whereby the acts that characterize de-internationalization and the characters of those acts have remain largely underexplored. To address this knowledge gap and contribute to the body of knowledge on international business, this article aims to shed light on the acts and characters of acts defining de-internationalization. To do so, this article adopts a taxonomic method to conceptual development. In doing so, this article explains that (1) the act of de-internationalization can manifest as a firm's decision to adapt and stay or withdraw and exit an international market (what is happening), which can occur through (2) decoupling or psychic distance (how it is happening) due to (3) a means-ends or a needs-ends reason (why it is happening), respectively. Taken collectively, this article makes a seminal contribution by establishing a general theory of de-internationalization. 

A general theory of de‐internationalization

This conceptual study delves into the functional relationship between Resource Dependence and Institutional Theory. It describes, in particular, the interplay between resources and institutional settings on the one hand and organisations (context bound) on the other. This research reveals two paradoxical outcomes. First, context bound (Protected Designation of Origin or PDO) organisations are not necessarily resource dependent on specialised raw material producers due to the interplay between resources, home rivalry and finance; sidelining a robust relationship between resource producers and organisations. Second, institutions may not in some instances conform to institutional settings and adopt decoupling practices inappropriate to the environment by hampering the internationalisation of context bound organisations. This research which has an industry related focus shall in essence generate new insights for it attempts to lay a new foundation for future research in international business and context bound organisations therein.

Theoretical Interplay of Resource Dependence and Institutional Theory in Context Bound Organisations: An inquiry

Decoupling in International Business: A Rejoinder on Internationalization and De-Internationalization

Purpose – The purpose of this paper is to examine the relationship between the Knowledge Gap (KG) and Psychic Distance Paradox and to explain the three dominant factors; experiential knowledge, information and learning myopia. Design/methodology/approach – The paper uses an inductive multiple case study methodological approach. Findings – This research found that the KG has an interdependent relationship with the Psychic Distance Paradox; however, this interdependence does not exist in isolation; rather there is a distinct “time-continuum” nexus running through and enveloping these two theoretical frameworks and the three factors of experiential knowledge, information and learning myopia. Research limitations/implications – This paper provides a deeper understanding to the existing body of knowledge on the relationship between the KG and Psychic Distance Paradox and the emerging factors. Originality/value – This study is the first to examine the interdependence between the three factors of experiential kn...

Symeon Mandrinos

Papers

De-internationalization through the lens of intellectual property rights

A general theory of de‐internationalization

Theoretical Interplay of Resource Dependence and Institutional Theory in Context Bound Organisations: An inquiry

Decoupling in International Business: A Rejoinder on Internationalization and De-Internationalization

Examining knowledge gap and Psychic Distance Paradox interdependence: An exploratory inquiry