Open Access
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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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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Deep Roots and Tangled Branches : Bureaucracy and Collaboration in Natural Resource Governance in South India
TL;DR: In this paper, a study about collaboration within bureaucracies tasked with natural resource management in the contemporary Global South is presented, which seeks to fill a considerable knowledge gap in the extant litera...
State judicial selection methods as public policy: The Missouri plan
TL;DR: Gleason et al. as discussed by the authors studied the role of lawyers in judicial selection reform in the United States and found that lawyers play a significant role in bringing about reform when and where the possibility of change arises.
The Conundrum of Home-Country Political Embeddedness: Impact on Reverse Knowledge Transfer in Emerging-Market Multinationals
TL;DR: In this paper, emerging market multinational corporations (EMNCs), particularly state-owned ones, have become increasingly active players in the global arena and have become a significant feature of the global busi...
Dissertation
The relationship between e-government system and government operation excellence in the Sultanate of Oman
Al Salmi,Muatasim Anwar Ahmed +1 more
TL;DR: In this paper, the authors investigate and explore the factors that drive the e-government implementation and affect the government performance as well as the government-citizen relationship in the Sultanate of Oman.
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.
Journal ArticleDOI
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.