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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
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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
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Interorganizational links and innovation: the case of hospital services
Jim Goes,Seung Ho Park +1 more
TL;DR: This work conceptualizes various types of interorganizational links—cooperative relationships among distinct but related organizations that enhance innovative processes in organizations.
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The construction of a global profession : The transnationalization of economics
TL;DR: In this article, the authors rely on an analysis of the institutionalization of economics worldwide during the 20th century to argue that the logic of professional development in this particular field has come to be increasingly defined in global terms.
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Interorganization Contagion in Corporate Philanthropy
TL;DR: Galaskiewicz et al. as mentioned in this paper used two network contagion models to describe corporate contributions officers' evaluations of nonprofit organizations seeking philanthropic donations and found strong evidence of contagion, robust over differences in the evaluated nonprofit organizations and differences between officers.
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Crafting Coherence: How Schools Strategically Manage Multiple, External Demands:
Meredith I. Honig,Thomas Hatch +1 more
TL;DR: The authors define coherence as a process, which involves schools and school district central offices working together to craft or continually negotiate the fit between external demands and schools' own goals and strategies.
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The Dynamic Between Firms¿ Environmental Strategies and Institutional Constraints in Emerging Economies: Evidence from China and Taiwan
John Child,Terence Tsai +1 more
TL;DR: In this paper, the authors combine institutional and political perspectives to develop a framework for analysing firms' strategies in relation to demands for environmental protection in emerging economies, and find that institutions are more pervious to corporate strategic action than has been assumed by recent institutional theory, and with consequences that are not necessarily inimical to local community interests.