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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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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.

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References
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Putting Framing in Perspective: A Review of Framing and Frame Analysis across the Management and Organizational Literature

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Mapping the institutional capital of high-tech firms: A fuzzy-set analysis of capitalist variety and export performance

TL;DR: In this paper, the authors examined how institutional configurations, not single institutions, provided companies with institutional capital and argued that competitive advantage in high-tech industries with radical innovation may be supported by combinations of certain institutional conditions: lax employment protection, weak collective bargaining coverage, extensive university training, little occupational training and a large stock market.
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