The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
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.
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Dissertation•
05 Feb 2019
6 citations
25 May 2015
6 citations
Dissertation•
01 Aug 2017
6 citations
30 Oct 2018
TL;DR: In this article, the authors explore the nature of leadership behaviors and their impact on organisational performance in multinational enterprises (MNEs) in turbulent environments, and the results of studies were to answer the following two questions: How and which leadership approach helps understand adaptive processes in an emerging environment? What are complex leadership behaviours of MNEs and how do they influence a successful organizational performance?
Abstract: In the article, the author concentrates on the exploration of the nature of leadership behaviours and their impact on organisational performance in multinational enterprises (MNEs) in turbulent environments. The results of studies were to answer the following two questions. How and which leadership approach helps understand adaptive processes in an emerging environment? What are complex leadership behaviours of MNEs and how do they influence a successful organisational performance? The article begins with theoretical foundations for the perception of leadership in the light of assumptions resulting from the complexity theory. Then, the empirical context for deliberations, i.e. behaviours of international enterprises in the conditions of emerging markets, is presented. Relationships between leadership and results obtained by organisations were described on the basis of the quality attitude of the case study. The research sample included five small and medium-sized MNEs developing their business activity on emerging markets (EMs). The results exhibit two strategies of dealing with the complexity of phenomena, i.e. complexity reduction and complexity absorption. The aim of the first one is convergence, the latter one is divergent in a distinct way. Effectiveness in both cases requires different activities to combine the administrative and the adaptive functions of leadership. Moreover, in surveyed companies, depending on which leadership types were dominated, the organisations were inclined to develop their activities in different domains of the environment of the emerging market. These tendencies may, in short-term, suggest a possible direction of development of organisations.
6 citations
DOI•
01 Jan 2017
TL;DR: In this article, a case study of a competency-based education program, Learn on Demand (LOD), within the Kentucky Community and Technical College System (KCTCS), is presented.
Abstract: OF DISSERTATION MEASURING LEARNING, NOT TIME: COMPETENCY-BASED EDUCATION AND VISIONS OF A MORE EFFICIENT CREDENTIALING MODEL Competency-based education is intended to benefit working non-traditional students who have knowledge and skills from prior work experiences, but it also enables selfmotivated students to accelerate their time to degree, thereby increasing affordability and efficiency. Competency-based education clarifies what a credentialed student will be able to do and makes assessment more transparent and relevant to those outside of higher education. Competency-based education has arisen in response to the problem defined by the national reform discourses of accountability and affordability. In the first manuscript, History & Objections Repeated: Re-Innovating CompetencyBased Education, I review the history of social efficiency reform efforts in American education in order to re-contextualize the “innovation” of competency-based education as a repackage of older ideas to fit the public’s current view of what needs to be fixed in higher education. I discuss the concept of “efficiency” and how it has been interpreted in the past and today with regard to competency-based education and its rejection of an earlier attempt at increasing efficiency in education: the Carnegie credit hour. For the second manuscript, Framing Competency-Based Education in the Discourse of Reform, I analyzed four years of news articles and white papers on competency-based education to reveal the national discourses around competency-based education. I used thematic discourse analysis to identify diagnostic and prognostic narrative frames (Snow & Benford, 1988) that argue for and against competency-based education. These frames were put in the context of the politicized conversation around the current main issues in higher education: access, attainment, accountability, and affordability. Each of these issues provided a foundation of coding the discourse which was then shaped by the context of competencybased education, particularly its positioning as a solution to the Iron Triangle dilemma of decreasing cost while increasing access and quality. The third manuscript, Idea and Implementation: A Case Study of KCTCS’s CBE Learn on Demand, involves an institutional case study of a competency-based education program, Learn on Demand (LOD), within the Kentucky Community and Technical College System (KCTCS). Eleven semi-structured interviews were conducted with student success coaches, faculty, and staff who are directly involved with the program across seven different colleges, and documents such as marketing materials, presentations, and administrator-written articles were also analyzed as a representation of the official discourse of the program. As institutions start to explore and develop competency-based education programs, the faculty and administrators at those institutions are likely influenced by the intersection of pre-existing organizational and subgroup culture, societal beliefs about the definition and purpose of education, and how innovations may shape the experiences of individuals. Through interviewing individuals, I was able to parse out the impacts of both institutional politics and innovation-related concerns on the success of implementation.
6 citations
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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.
Abstract: This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.
13,229 citations
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.
Abstract: Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.
10,630 citations
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.
Abstract: This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures.
7,595 citations
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.
Abstract: Most theorizing on the relationship between corporate social/environmental performance (CSP) and corporate financial performance (CFP) assumes that the current evidence is too fractured or too variable to draw any generalizable conclusions. With this integrative, quantitative study, we intend to show that the mainstream claim that we have little generalizable knowledge about CSP and CFP is built on shaky grounds. Providing a methodologically more rigorous review than previous efforts, we conduct a meta-analysis of 52 studies (which represent the population of prior quantitative inquiry) yielding a total sample size of 33,878 observations. The meta-analytic findings suggest 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. For example, CSP appears to be more highly correlated with accounting-based measures of CFP than with market-based ...
6,493 citations
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.
Abstract: Considers structural inertia in organizational populations as an outcome of an ecological-evolutionary process. Structural inertia is considered to be a consequence of selection as opposed to a precondition. The focus of this analysis is on the timing of organizational change. Structural inertia is defined to be a correspondence between a class of organizations and their environments. Reliably producing collective action and accounting rationally for their activities are identified as important organizational competencies. This reliability and accountability are achieved when the organization has the capacity to reproduce structure with high fidelity. Organizations are composed of various hierarchical layers that vary in their ability to respond and change. Organizational goals, forms of authority, core technology, and marketing strategy are the four organizational properties used to classify organizations in the proposed theory. Older organizations are found to have more inertia than younger ones. The effect of size on inertia is more difficult to determine. The variance in inertia with respect to the complexity of organizational arrangements is also explored. (SRD)
6,425 citations