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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What Can Explain the Recent Adoption of Correspondent Banking by Credit Unions in Brazil
TL;DR: In this paper, the authors investigate the recent expansion of Correspondent Bank networks controlled by CU, questioning the potential of this new organizational model for financial inclusion, and conclude that the recent adoption of the CB channel improves CU outreach and thus could expad their ability to promote financial inclusion.
Dissertation
La dynamique sociomatérielle des logiques institutionnelles dans la profession médicale
TL;DR: In this paper, the authors propose a logique emergente based on the declic notion of the enonces performatifs d'Austin (1962) dans le changement de choix de logique chez les individus a travers une nouvelle notion.
Dissertation
Performance management : an american technology in a French multinational enterprise established in China
TL;DR: In this article, the authors examine l'imbrication du social and du materiel dans les entreprises multinationales, lors du transfert transnational des pratiques de gestion des ressources humaines, and plus particulierement le transfert des proprieties of gestion of the performance.
Effect of change management strategies on the performance of commercial banks in kenya
TL;DR: In this article, the authors studied the effect of change management strategies on the performance of commercial banks in Kenya and found that capacity building strategies positively affected the performance and that customer relations management strategies positively influenced the performance.
References
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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.
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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.