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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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Opportunities and risks of Software-as-a-Service: Findings from a survey of IT executives
Alexander Benlian,Thomas Hess +1 more
TL;DR: In this paper, the authors analyzed the opportunities and risks associated with adopting SaaS as perceived by IT executives at adopter and non-adopter firms, and found significant differences between adopters' and nonadopters' perceptions of specific risks and opportunities, such as performance and economic risks as well as quality improvements, and access to specialized resources.
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Framing Interorganizational Network Change: A Network Inertia Perspective
TL;DR: In this article, the authors introduce the concept of network inertia, which refers to a persistent organizational resistance to changing interorganizational network ties or difficulties that an organization faces when it attempts to dissolve old relationships and form new network ties.
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Organisational culture in the public sector: evidence from six organisations
Rachel Parker,Lisa M. Bradley +1 more
TL;DR: In this article, the authors focus on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity.
How and why markets emerged in mortgage banking
TL;DR: In this article, the authors provide an inductive theoretical framework that explains how and why vertical disintegration happens, showing that transaction costs are an incidental feature of industry evolution, and that gains from intrafirm specialization set off a process of intraorganizational partitioning, which simplifies coordination along parts of the value chain.
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Implications of cognitive studies for teaching physics
TL;DR: In this paper, an instructional design review of programs and strategies developed by cognitive psychologists, using the cognitive apprenticeship model as a conceptual framework is presented, and the authors identify common design strategies common to all of the model programs.