Walter W. Powell

TL;DR: Analysis of rich archival data using hierarchical cluster analysis reveals four organizational variants of the dedicated biotech firm (DBF), three of which were products of reconfiguration, as executives from Big Pharma used past practices to incorporate new science.

TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes - coercive, mimetic, and normative - leading to this outcome.

TL;DR: In this article, the authors examine eleven regions in the U.S. that were rich in resources - ideas, money, and skills - that could have lead to the formation of life science clusters.

TL;DR: The growing salience of intellectual property (IP) rights has reconfigured U.S. science, shifting it from the formerly separate realms of university and commercial science to an increasingly interconnected field of public and proprietary science as discussed by the authors.

TL;DR: Analysis of cases suggests that different structures of cohesive subsets and overlaps may be predictive in organizational contexts and similarly for the larger fields in which they are embedded, and develops a vocabulary that relates different forms of network cohesion to field properties as opposed to organizational constraints on ties and structures.