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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

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.

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International business responses to institutional voids

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References
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Journal ArticleDOI

Rational Fictions: Central Bank Independence and the Social Logic of Delegation

TL;DR: In this article, it is argued that governments choose central bank independence because delegation has important legitimising and symbolic properties that are attractive to political leaders in times of economic uncertainty, and that delegation to independent central banks is rational, efficient, and acceptable in a democratic society because of the cultural processes which define it as such.
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Epistemic Objects, Artefacts and Organizational Change:

TL;DR: The authors argue that representational artefacts, such as concepts and models, are instrumental in inducing change in human practices, and use the work of occupational health and safety inspectors as an example to show how a practice or set of routines is made into an object of enquiry in order to generate a working hypothesis for an alter...
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Supply chain drivers that foster the development of green initiatives in an emerging economy

TL;DR: In this paper, the authors used survey data collected from ISO 14001 certified organizations from Malaysia, and proposed that the drivers that motivate firms to adopt green supply chain management can be measured by a second-order construct related to the implementation of the firm's green supply-chain initiatives.
Journal ArticleDOI

Complexity and Hybrid Public Administration—Theoretical and Empirical Challenges

TL;DR: In this paper, the authors provide a greater understanding of hybrid public administra- tion and explain the major mechanisms that produce hybridity in modern reform, focusing on the reform of the Norwegian welfare administration.
Journal ArticleDOI

Knowledge spillovers and the assignment of R&D responsibilities to foreign subsidiaries

TL;DR: In this paper, the authors examine the extent to which external spillover opportunities as well as internal firm-specific capabilities to utilize such knowledge affect MNCs' new R&D location decisions.
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