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
Understanding the Behavior of Nonprofit Boards of Directors: A Theory-Based Approach:
TL;DR: Using organizational theory that has dominated the empirical investigation of private sector board behavior (agency, source dependence, and institutional), the authors contributes to the literature on nonprofit board governance in three important ways: it provides a link between theory and practice by identifying the theoretical assumptions that have served as the foundation for the best practice literature.
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Keeping Up Appearances: Reputational Threat and Impression Management after Social Movement Boycotts
TL;DR: In this article, the authors explore the extent to which firms targeted by consumer boycotts strategically react to defend their public image by making prosocial claims: announcements of the firm's engagement in activities that demonstrate its commitment to socially acceptable norms and values.
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Network Structure in Virtual Organizations
Manju Ahuja,Kathleen M. Carley +1 more
TL;DR: It is indicated that the fit between structure and task routineness affects the perception of performance, but may not affect the actual performance of the organization, and existing theories can be expanded to study the structure and perceived performance of virtual organizations.
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Legitimacy and multi-level institutional environments: implications for foreign subsidiary ownership structure
Christine M. Chan,Shige Makino +1 more
TL;DR: In this article, the authors examine from an institutional perspective the legitimacy rationale behind the choice of subsidiary ownership structure among multinational corporations (MNCs) and suggest that, when under a strong pressure to conform at the host country and local industry levels of their institutional environment, MNCs are likely to take a lower ownership stake in exchange for external legitimacy in the local industry that their foreign subsidiaries are entering.
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Charismatic leadership at the strategic level: A new application of upper echelons theory
TL;DR: In this paper, the authors integrate charismatic leadership theory with the upper echelons perspective in an attempt to better understand the leadership role of chief executive officers (CEOs) and report data from 69 U.S. and Canadian firms suggesting that CEO charismatic leadership measured at a point in time predicts subsequent firm performance.