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•
18 Sep 2017
TL;DR: In this paper, a forme organisationnelle hybride alliant les logiques institutionnelles de l’entrepreneuriat, du salariat, and de la cooperation.
Abstract: Dans un contexte de transformation du travail et d’augmentation de la precarite, cette these aide a comprendre comment de nouvelles formes de travail emergent, se developpent et parviennent a repondre aux besoins et aspirations sociales en matiere de travail. Cette etude s’interesse plus particulierement aux dynamiques d’innovation sociale qui s’appuient sur les principes de l’economie sociale et solidaire. Elle repose sur une analyse neo-institutionnaliste, processuelle et multi-niveau des Cooperatives d’Activite et d’Emploi, une forme organisationnelle hybride alliant les logiques institutionnelles de l’entrepreneuriat, du salariat et de la cooperation. Elle a permis (1) de mieux comprendre les interactions entre l’innovation sociale et son contexte ; (2) de mettre en lumiere une nouvelle forme de strategie agissant sur les logiques institutionnelles pour gerer les tensions inherentes a la forme organisationnelle hybride ; et (3) d’expliquer comment une organisation hybride peut permettre aux personnes de (re)donner du sens au travail.
13 citations
Journal Article•
05 Mar 2015-World Academy of Science, Engineering and Technology, International Journal of Computer and Information Engineering
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.
Abstract: Information technology and information systems are currently at a tipping point. The digital age fundamentally transforms a large number of industries in the ways they work. Lines between business and technology blur. Researchers have acknowledged that this is the time in which the IT/IS organisation needs to re-strategize itself. In this paper, the author provides 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. The findings show that most papers just analyse single aspects of either IT/IS relevant information or generic organisation design elements but miss a holistic ‘big-picture’ onto an IT/IS organisation design. This paper creates a holistic IT/IS organisation design framework bringing together the IS research strand, the digital strand and the generic organisation design strand. The research identified four IT/IS organisation design categories (strategy, structure, processes and people) and discusses the importance of two additional categories (sourcing and governance). The authors findings point to a first anchor point from which further research needs to be conducted to develop a holistic IT/IS organisation design framework. Keywords—IT/IS strategy, IT/IS organisation design, digital age, organisational effectiveness, literature review.
13 citations
Dissertation•
09 Nov 2011
TL;DR: In this article, the concept of GRH territoriality has been investigated and the results of the recherche show that ces dispositifs ont ete transformes au fil des negociations realizees dans le temps entre les acteurs.
Abstract: L'objectif de ce travail doctoral est de caracteriser ce que recouvre la notion de GRH territoriale, puis de comprendre comment celle-ci se construit. La recherche s'appuie sur les concepts issus des travaux sur l'instrumentation de gestion (Hatchuel et Weil, 1992 ; Oiry, 2003) ainsi que sur la theorie de l'acteur-reseau (Akrich et al. 1988, 2006 ; Callon, 1986). Une etude de cas multi-sites et longitudinale a ete realisee entre 2008 et 2010 aupres de deux projets de GRH territoriale en France. Les resultats de la recherche montrent que ces dispositifs ont ete transformes au fil des negociations realisees dans le temps entre les acteurs. Les resultats illustrent en outre des modalites de problematisation, d'interessement, d'enrolement et de mobilisation des allies dissemblables, mettant en exergue une traduction partielle dans le cas 1, et une traduction aboutie, au moins temporairement dans le cas 2.
13 citations
Book•
28 Jul 2014
TL;DR: The authors analyzes the interconnections between the democratic institutionalization of newly independent states using the examples of Ukraine, Georgia, and Belarus, their political (in)stability, and economic development and prosperity.
Abstract: : This manuscript analyzes the interconnections between the democratic institutionalization of the newly independent states using the examples of Ukraine, Georgia, and Belarus, their political (in)stability, and economic development and prosperity. By introducing the concept of regime mimicry into the field of public administration, the author expands the epistemological frameworks of the democratization school to the phenomenon of political culture. Successes and failures of the democratic institutionalization processes in these countries largely depend on the ways their institutional actors reacted to internal and external disturbances of their domestic political, economic, and cultural environments. While Georgia s political culture revealed the highest degree of flexibility in accepting the externally proposed institutional frameworks and practices, the bifurcate political culture in Ukraine impeded its democratic institutionalization, while the rigid political culture in Belarus completely stalled the process of institutional transformations.
13 citations
Book•
01 Jan 2018
13 citations
References
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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