Open Access
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
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
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Dissertation
Enacting patient safety on the frontline : an ethnographic study of rescue work with acutely illpatients
Dissertation
Small voluntary organisations providing day care services to elderly people : a study in organisational change
Caiden Prins,Miriam Hannah +1 more
TL;DR: In this article, the authors found that the main trigger for change was the increased frailty of clientele, which was reported by eight organisations and was the main reason for increased extent and intensity of service, accompanied by hiring of paid staff and re-examination of goals.
Dissertation
Paths and Patterns toward Acquirer Success in Mergers and Acquisitions
TL;DR: In this paper, the authors investigate how acquirer experience influences long-term performance through key pre-and post-transaction decisions and how such indirect influence differs in domestic and cross-border contexts.
Posted Content
Examining key determinants of International Financial Reporting Standards (IFRS) adoption in Vietnam: an institutional perspective
TL;DR: The authors examined key determinants of International Financial Reporting Standards (IFRS) adoption in Vietnam and found that the relevance of IFRS to different countries with different institutional and legal environments is questionable.
Journal Article
IT/IS Organisation Design in the Digital Age: A Literature Review
TL;DR: In this paper, the authors provide a structured review of the IS and organisation design literature addressing the question of how the digital age changes the design categories of an IT/IS organisation design.
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.
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.