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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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When Are Corporate Environmental Policies a Form of Greenwashing

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Understanding management accounting practices: A personal journey

TL;DR: The authors reviewed the changes which have taken place in management accounting research over the last 35 years and outlined the contribution which institutional theories can make to understand the complex mish-mash of inter-related influences which shape practices in individual organizations.
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The Worldwide Diffusion of Market-Oriented Infrastructure Reform, 1977-1999

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Differences in managerial discretion across countries: how nation‐level institutions affect the degree to which ceos matter

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