Posted Content•
The iron cage re-revisited: Institutional isomorphism in non-profit organisations in South Africa
TL;DR: In this paper, the authors examine the nature of the tendency towards institutional isomorphism, critiquing it through a Postcolonial lens, and empirically investigate this with twelve NPOs in South Africa's Eastern and Western Capes.
Abstract: Non-profit organisations (NPOs) are being pushed to become ‘more business-like’, reflecting global discourse on ‘aid effectiveness’ underpinned by managerialist modes of thinking that may be inappropriate to local contexts. We examine the nature of the tendency towards institutional isomorphism, critiquing it through a Postcolonial lens, and empirically investigating this with twelve NPOs in South Africa’s Eastern and Western Capes. The study suggests that NPOs mimic such professed ‘best practice’ in order to secure funding, while resistance creates hybrid management forms in line with local humanistic objectives. A cross-cultural management focus contributes here to both theory and praxis.
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01 Jan 2015
TL;DR: Familiarity, ease of access, trust, and awareness of risks, will all be important for the future.
Abstract: 萨义德以其独特的双重身份,对西方中心权力话语做了分析,通过对文学作品、演讲演说等文本的解读,将O rie n ta lis m——"东方学",做了三重释义:一门学科、一种思维方式和一种权力话语系统,对东方学权力话语做了系统的批判,同时将东方学放入空间维度对东方学文本做了细致的解读。
3,845 citations
01 Jan 2008
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.
Abstract: 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.
2,134 citations
TL;DR: In the last few years, the investment in impact investing has grown many folds, however, the research has not kept pace with the growing pace of impact investing as discussed by the authors, which is an emerging alternative asset class.
Abstract: Impact investing is an emerging alternative asset class. In the last few years, the investment in impact investing has grown many folds, however the research has not kept pace with the growing prac...
90 citations
TL;DR: In this article, a theory of cultural interfaces is developed that incorporates an Aristotelian phronetic approach to social science, which moves away from the universals of analytical rationality towards practical value-rationality that considers culture from a context-dependent vi...
Abstract: Purpose – Hofstede's theory may be problematic from both a methodological/theoretical and practical view when applied to the 80 per cent of the globe we term developing. It is necessary to break out of an epistemic paradigm and a “view from nowhere” in order to focus on multiple layers of cultural interfaces within power dynamics that influence the nature of hybrid organizations and individual cultural identity. The purpose of this paper therefore is to develop a theory of cross‐cultural interfaces.Design/methodology/approach – Cross‐cultural values theory provides a blunt instrument in Africa, does not take into account global dependencies and is not able to analyse local perceptions of reality within a context of these dependencies. A theory of cultural interfaces is developed that incorporates an Aristotelian phronetic approach to social science.Findings – This moves away from the universals of analytical rationality towards practical value‐rationality that considers culture from a context‐dependent vi...
82 citations
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TL;DR: In this paper, 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.
Abstract: 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.
32,981 citations
TL;DR: Many formal organizational structures arise as reflections of rationalized institutional rules as discussed by the authors, and the elaboration of such rules in modern states and societies accounts in part for the expansion and i...
Abstract: Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and i...
23,073 citations
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01 Jan 2012
TL;DR: The postcolonial and the post-modern: The question of agency as discussed by the authors, the question of how newness enters the world: Postmodern space, postcolonial times and the trials of cultural translation, 12.
Abstract: Acknowledgements, Introduction: Locations of culture, 1. The commitment to theory, 2. Interrogating identity: Frantz Fanon and the postcolonial prerogative, 3. The other question: Stereotype, discrimination and the discourse of colonialism, 4. Of mimicry and man: The ambivalence of colonial discourse, 5. Sly civility, 6. Signs taken for wonders: Questions of ambivalence and authority under a tree outside Delhi, May 1817, 7. Articulating the archaic: Cultural difference and colonial nonsense, 8. DissemiNation: Time, narrative and the margins of the modern nation, 9. The postcolonial and the postmodern: The question of agency, 10. By bread alone: Signs of violence in the mid-nineteenth century, 11. How newness enters the world: Postmodern space, postcolonial times and the trials of cultural translation, 12. Conclusion: 'Race', time and the revision of modernity, Notes, Index.
18,201 citations
Book•
20 Apr 2001
TL;DR: In this paper, values and culture data collection, treatment and validation power distance Uncertainty Avoidance Individualism and Collectivism Masculinity and Femininity Long versus Short-Term Orientation Cultures in Organizations Intercultural Encounters Using Culture Dimension Scores in Theory and Research
Abstract: Values and Culture Data Collection, Treatment and Validation Power Distance Uncertainty Avoidance Individualism and Collectivism Masculinity and Femininity Long versus Short-Term Orientation Cultures in Organizations Intercultural Encounters Using Culture Dimension Scores in Theory and Research
15,228 citations
TL;DR: In this paper, the universals in the content and structure of values, concentrating on the theoretical advances and empirical tests in 20 countries, and its four basic issues: substantive contents of human values; identification of comprehensive set of values; extent to which the meaning of particular values was equivalent for different groups of people; and how the relations among different values was structured.
Abstract: Publisher Summary This chapter addresses the universals in the content and structure of values, concentrating on the theoretical advances and empirical tests in 20 countries, and its four basic issues: substantive contents of human values; identification of comprehensive set of values; extent to which the meaning of particular values was equivalent for different groups of people; and how the relations among different values was structured. Substantial progress has been made toward resolving each of these issues. Ten motivationally distinct value types that were likely to be recognized within and across cultures and used to form value priorities were identified. Set of value types that was relatively comprehensive, encompassing virtually all the types of values to which individuals attribute at least moderate importance as criteria of evaluation was demonstrated. The evidence from 20 countries was assembled, showing that the meaning of the value types and most of the single values that constitute them was reasonably equivalent across most groups. Two basic dimensions that organize value systems into an integrated motivational structure with consistent value conflicts and compatibilities were discovered. By identifying universal aspects of value content and structure, the chapter has laid the foundations for investigating culture-specific aspects in the future.
12,151 citations