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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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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.read more
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An Alternative to Bureaucratic Impersonality and Emotional Labor: Bounded Emotionality at the Body Shop
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Organizational Identity Orientation: Forging a Link between Organizational Identity and Organizations' Relations with Stakeholders:
TL;DR: In this paper, the authors introduce the construct of identity orientation, previously applied at the individual level of analysis, at the organizational-level of analysis and propose that organizations have three distinct identity orientations: individualistic, relational, and collectivistic.
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Integrating Transaction Cost and Institutional Theories: Toward a Constrained-Efficiency Framework for Understanding Organizational Design Adoption
TL;DR: In this paper, transaction cost and institutional theories are integrated in order to enhance understanding of the process by which entities adopt new organizational designs, by grafting cognitive and institutional constraints into the comparative-efficiency framework favored by transaction cost theorists.
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An Investigation into the Antecedents of Organizational Participation in Business-to-Business Electronic Markets:
TL;DR: In this article, the authors developed a typology for the nature of organizational participation to explain the behaviors of user firms in business-to-business electronic markets, and they test the model using organizational-level survey data from jewelry traders that conduct business in an electronic market.
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Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA)
TL;DR: The authors argue that many reform initiatives in developing countries fail to achieve sustained improvements in performance because they are merely isomorphic mimicry, i.e., governments and organizations pretend to reform by changing what policies or organizations look like rather than what they actually do.