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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
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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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DissertationDOI
Gender diversity on the boards of listed firms in China and India
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NGOs, democratisation and grassroots empowerment : a case study of Rural Development Organisation's approach to social change in Pakistan
TL;DR: Gough et al. as mentioned in this paper investigated the influence of historically structured formal and informal institutions and the politico-economic factors shaping the efforts of RDO for democratic and empowerment-oriented change in rural communities.
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On being a doctor in an acute NHS hospital trust: a classic grounded theory
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Corporate Governance of Non-Listed Companies
TL;DR: Corporate Governance of Non-Listed Companies, by Joseph A. McCahery and Erik P. M. Vermeulen, Oxford University Press, Oxford, 2010, 280 pp., £27.99 (paperback), ISBN 978-0-19-959638-6 This book fo...
Proceedings SeriesDOI
Proceedings of the Global Conference on Services Management: Volume 2
Cihan Cobanoglu,V. Della Corte +1 more
TL;DR: In this article, the authors investigate business motivations of various categories of rural tourism entrepreneurs, particularly highlighting the differences between Opportunity, Necessity and Irrational entrepreneurs with a deep focus on commercial, social, irrational as well as mixed intrinsic motives in start-up initiatives.
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.
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.