Open Access
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
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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A natural resource-based view of the firm
TL;DR: In this paper, a natural resource-based view of the firm is proposed, which is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development, and each of these strategies are advanced for each of them regarding key resource requirements and their contributions to sustained competitive advantage.
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Relative absorptive capacity and interorganizational learning
Peter J. Lane,Michael Lubatkin +1 more
TL;DR: In this article, the authors reconceptualize the firm-level construct absorptive capacity as a learning dyad-level measure, relative absorptive capacities, and test the model using a sample of pharmaceutical-biotechnology R&D alliances.
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Recruiting for Ideas: How Firms Exploit the Prior Inventions of New Hires
Jasjit Singh,Ajay Agrawal +1 more
TL;DR: This paper employs a difference-in-differences approach to compare premove versus postmove citation rates for the recruits' prior patents and corresponding matched-pair control patents and generates results that are robust to a more stringently matched control sample.
Journal Article
The Government of Self-Regulation: On the Comparative Dynamics of Corporate Social Responsibility
Gond,Jeremy Moon,Nahee Kang +2 more
TL;DR: In this article, the authors explore the relationship between CSR and government and highlight the varied role that the governments can play in order to promote CSR in the context of the wider national governance systems.
International business responses to institutional voids
TL;DR: A review and synthesis of existing research on institutional voids, tracking the evolution of institutional void scholarship since the inception of the concept, can be found in this article, where the authors highlight four different strategies for responding to them: internalization, substitution, borrowing and signaling.
References
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Journal ArticleDOI
A Dynamic Model of Intra-and Interorganizational Learning
TL;DR: In this paper, the authors propose a dynamic model of organizational learning within and between organizations and stress the need to cross-fertilize these themes by proposing a dynamic organizational learning model.
Journal ArticleDOI
The effects of ownership structure on conditions at the top: The case of CEO pay raises
TL;DR: In this article, the authors examine how ownership configuration affects the determination of CEO pay raises and find that pay raises are based on distinctly different factors, depending on the ownership profile of the firm.
Book
Changing Organizational Culture: Cultural Change Work in Progress
Mats Alvesson,Stefan Sveningsson +1 more
TL;DR: In this paper, the authors present a case study on organizational and cultural change in the context of Hyperculture, focusing on the lack of consistency and expressiveness in Cultural Change Work and Disconnected Work.
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Rules of the Game
TL;DR: KENNEDY as mentioned in this paper discusses academic duty and the importance of academic duty in the context of the Academic Duty Act and its application to the academic domain. Harvard University Press, Cambridge, MA, 1997. viii, 310 pp., $29.95 or £19.95
Journal ArticleDOI
How Institutions Create Historically Rooted Trajectories of Growth
TL;DR: In this article, the authors argue that markets do not exist or operate apart from the rules and institutions that establish them and that structure how buying, selling and the very organization of production takes place.