Open Access
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
TLDR
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.read more
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Journal Article
What Was, What Is, and What Will Be!
TL;DR: The estimates of the order O(α s) QCD corrections to R(s) = σtot(e e → hadrons)/ σ(ee → μμ), Rτ = Γ(τ → ντ +hadrons)/Γ(Γ →ντνee) are presented.
Dissertation
Modi Operandi of Social Network Dynamics. The Effect on Context of Scientific Collaboration Networks
TL;DR: Birkholz et al. as discussed by the authors investigated the role of context as a determinant on the emergence and success of social networks and explored the effect of context through the lens of Dutch Computer Science researchers' scientific collaboration patterns from 2006-2012.
Posted Content
Channel Design, Coordination, and Performance: Future Research Directions
Joseph Lajos,Alberto Sa Vinhas,Sharmila C. Chatterjee,Suchandra Dutta,Adam J. Fein,Scott A. Neslin,Lisa K. Scheer,William T. Ross,Qiong Wang +8 more
TL;DR: This article suggests several possible avenues to relate multiple channel design and management to channel-system, channel-relationship, and customer-level outcomes and sees a great opportunity to integrate multichannel customer management and traditional channel design research.
Structural Dynamics and Intentional Governance in Strategic Interorganizational Network Evolution: A multilevel approach
TL;DR: In this article, a multilevel interpretive framework is proposed to clarify the role and scope of intentional agency at different structural levels of interorganizational networks, including formal ties and informal ties.
After a terrorist attack: Challenges for political and administrative leadership in norway
TL;DR: In this article, a qualitative content analysis of central policy documents, parliamentary debates and documents, speeches made by central actors and mass media coverage in the year following the 2011 terrorist attacks is presented.
References
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Journal ArticleDOI
Managing Legitimacy: Strategic and Institutional Approaches
TL;DR: This article synthesize the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches, and identify three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based upon normative approval; and cognitive, according to comprehensibility and taken-for-grantedness.
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Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts
TL;DR: In this paper, a theory of stakeholder identification and saliency based on stakeholders possessing one or more of three relationship attributes (power, legitimacy, and urgency) is proposed, and a typology of stakeholders, propositions concerning their saliency to managers of the firm, and research and management implications.
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Strategic responses to institutional processes
TL;DR: The authors applied the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes, and proposed a typology of strategies that vary in active organizational resistance from passive conformity to proactive manipulation.
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Corporate Social and Financial Performance: A Meta-Analysis
TL;DR: This article conducted a meta-analysis of 52 studies and found that corporate virtue in the form of social responsibility and, to a lesser extent, environmental responsibility is likely to pay off, although the operationalizations of CSP and CFP also moderate the positive association.
Journal ArticleDOI
Structural Inertia and Organizational Change
Michael T. Hannan,John Freeman +1 more
TL;DR: In this paper, the authors consider structural inertia in organizational populations as an outcome of an ecological-evolutionary process and define structural inertia as a correspondence between a class of organizations and their environments.