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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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.

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Citations
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An investigation into government owned corporatised entities and strategic management of multiple stakeholders in the Australian land development sector

Grainne Oates
TL;DR: In this article, the authors present a list of tables, lists of figures, and lists of tables for each of the three categories: acknowledgements, declarations, and figures, as well as a summary.

Institutional Logics and Accounting Professionals : The case of K2 and K3

Karin Seger
TL;DR: A growing body of literature has emerged which points to how the accounting professi... as discussed by the authors, pointing to how accounting firms have long been considered a "black box" in the literature.

Strategizing in highly institutionalized environments. Social enterprises in Germany

TL;DR: In this paper, the authors focus on the strategizing activities of new-style social enterprises in the highly institutionalized German social service provision sector and examine how smaller new entrants strategize in these environments in order to achieve their goals.

What Drives Organizational Ambidexterity? Examining Institutional, Organizational, and Entrepreneurial Factors

TL;DR: In this paper, Luo et al. introduce two new ambidextrous strategies respectively, institutional ambidexterity and co-competence, which is a strategy to manage institutional compliance and influence at the same time.
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.
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Structural Inertia and Organizational Change

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.
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