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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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A natural resource-based view of the firm
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Relative absorptive capacity and interorganizational learning
Peter J. Lane,Michael Lubatkin +1 more
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International business responses to institutional voids
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An Institutional Theory perspective on sustainable practices across the dairy supply chain
TL;DR: In this paper, the authors investigated the role of supermarkets in the development of legitimate sustainable practices across the dairy supply chains and found that the dominant logic appeared to be one of cost reduction and profit maximization.
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Resource orchestration in practice: CEO emphasis on SHRM, commitment‐based HR systems, and firm performance
TL;DR: In this article, the authors examine the effect of CEO resource orchestration in a multi-industry sample of 190 Korean firms and demonstrate that CEO emphasis on strategic HRM is a significant antecedent to commitment-based HR systems.
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Corporate Charitable Contributions: A Corporate Social Performance or Legitimacy Strategy?
TL;DR: This article examined the relation between firms' corporate philanthropic giving and their performance in three other social domains (employee relations, environmental issues, and product safety) and found that worse performers in the other social areas are both more likely to make charitable contributions and that the extent of their giving is larger than for better performers.
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Green supply chain management in leading manufacturers: Case studies in Japanese large companies
TL;DR: In this article, a comparative analysis shows that Japanese large manufacturers implement one key GSCM practice, internal environmental management, much more actively and effectively than Chinese manufacturers, when compared to Chinese manufacturers.
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Organizational Buyers' Adoption and Use of B2B Electronic Marketplaces: Efficiency-and Legitimacy-Oriented Perspectives
Jai-Yeol Son,Izak Benbasat +1 more
TL;DR: Two groups of factors—efficiency- and legitimacy-oriented factors—that can influence organizational buyers' initial adoption of, and the level of participation in, B2B e-marketplaces are identified.