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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The spatial and temporal diffusion of museums in New York City, 1910-2010
Abstract: The spatial and temporal diffusion of museums in New York City, 1910-2010 Jennifer Mari Kondo The aim of this dissertation is to understand and analyze the museum location decision, defined as where museum founders choose to establish or relocate their institution. The empirical case is the museum population of New York City from 1910-2010. In three substantive chapters, I explore this complex decision process from the organizational-level, the population-level, and the audience-level. In the first chapter, I argue that the museum location decision has evolved over the past century, and has experienced three major paradigm shifts. Out of each era, a new model of the museum location decision has taken hold, resulting in the current organizational landscape. I demonstrate how these eras emerged through historical, comparative case studies of two New York museums, the Museum of Modern Art and the Whitney Museum of American Art. In second chapter, I show that the location decisions illustrated through the histories of the Whitney Museum of American Art and the Museum of Modern Art are representative of New York’s museum population overall. Using a dataset of all museums that have existed in New York City (and all of those museums’ relocations), I chronicle the aggregated movements of the museum population between 1910 and 2010. I argue that the three eras of the museum location decision interacted with key demographic changes to create the unique distribution we observe today. The insights from these findings indicate that the spatial diffusion of museums in New York is systematically patterned in relation to demographic changes. The final substantive chapter is devoted to exploring the possibility that institutional location impacts audience composition. I argue that proximity to museums and other kinds of arts institutions is a significant, yet understudied determinant of attendance. The introduced concept of institutional exposure suggests that local access to arts institutions has cognitive, behavioral, and interactional consequences. Although directly testing the effect of institutional exposure is beyond the parameters of this dissertation, I show that there is a strong correlation between exposure and attendance. I illustrate the increasingly unequal access to arts between white and African American New Yorkers, which correlates highly with still-unexplained low attendance rates of African Americans. The observed evolution of the museum location decision explains when and how New York institutions adopted and then abandoned each institutionalized practice of museum location. In the Conclusion, I highlight several implications of this work, both of sociological theory and on current cultural policy.
Tegenkracht organiseren : Lessen uit de kredietcrisis
TL;DR: In this paper, the authors present a verklaart of complex sociaal systeem, where the authors define a set of abstracte werkelijkheid, i.e., the relationship between the actors and the context.
Embedded rule change : network exposure and clinical practice guideline revisions
TL;DR: ........................................................................................................... ii Preface ........................................................................................................... iv Table of
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.