计量经济分析 = Econometric analysis

Trust: The Social Virtues and the Creation of Prosperity

Social Psychology of Organizations

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)

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Social capital: a theory of social structure and action

This article offers a new approach to the conceptualization of the human capital resource by developing a multilevel model connecting micro, intermediate, and macro levels of scholarship. We define human capital as a unit-level resource that is created from the emergence of individuals' knowledge, skills, abilities, or other characteristics. The model provides new insights into how strategically valuable human capital resources have their origins in the psychological attributes of individuals and are transformed through unit-level processes.

Emergence of the Human Capital Resource: A Multilevel Model

Resource-Based Perspectives on Unit-Level Human Capital A Review and Integration

Dynamic capabilities manifest the organizational capacity to purposefully create or modify the firm's resource base. In this paper, we consider resource divestment an important firm-level resource management capability that manifests a two-step organizational change routine. Firms must first be motivated to engage in resource divestment, and then decide which resources should be ‘sold off.’ In exploring this firm-level capability, we employ factor market theory to consider the ‘seller side’ of the market, and provide a useful framework for conceptualizing how firms generate competitive advantage through resource divestment. We test our model of the resource divestment capability with a dataset of professional baseball franchises during the period 1969–83. Copyright © 2007 John Wiley & Sons, Ltd.

Thomas P. Moliterno

Papers

Emergence of the Human Capital Resource: A Multilevel Model

Resource-Based Perspectives on Unit-Level Human Capital A Review and Integration

Firm Performance, Rent Appropriation, and the Strategic Resource Divestment Capability

Strategic Human Capital Crossing the Great Divide

Network Theory of Organization: A Multilevel Approach: