Open Access
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
Reads0
Chats0
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
Citations
More filters
Dissertation
Ireland’s retail banking crisis: lessons to learn and policy implications
TL;DR: In this article, the authors present a Declaration and acknowledgements of the authors' work, and a Table of Table of Contents ( Table 1.1) and Table 2.
DissertationDOI
How do sales and marketing produce business to business value propositions
TL;DR: In this paper, an Engaged Scholarship approach was combined with a Critical Realist philosophy and an individual actor focus to provide an explanation of how sales and marketing works together to produce business-to-business (B2B) value propositions.
De la différenciation territoriale à la libre conformation
TL;DR: The cycle de differenciation territoriale amorce au debut des annees 1980 a pris fin vingt ans plus tard, sous l'effet d'une serie de reformes neomanageriales qui transforment les modes de definition and de mise en œuvre des politiques publiques dans les territoires as mentioned in this paper.
Crowd and Community: Organizations and Occupations in Crowdsourced Work
TL;DR: This paper investigated the management of crowdsourced work by firms, the experiences of workers themselves, and the implications for organizational boundaries and occupational identity within and outside of firms, and found that firms in the hightechnology and software industries rely on crowdsourced workers, who are formally external to firms and organized via the Internet.
References
More filters
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.
Journal ArticleDOI
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.
Journal ArticleDOI
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.
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.