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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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Journal ArticleDOI
Organizational Decline and Adaptation: Theoretical Controversies
TL;DR: The literature relevant to the theme of organizational decline and adaptation has now matured to the point that several important theoretical controversies are becoming apparent, such as the issue of whether organizational decline is usually an inhibitor or stimulus for adaptation as mentioned in this paper.
Journal ArticleDOI
Do Nonprofit Boards Make a Difference? An Exploration of the Relationships Among Board Structure, Process, and Effectiveness:
TL;DR: The contribution of board structure and process dynamics to organiza tional and board effectiveness is the focus of as mentioned in this paper based on data collected from a cross section of Canadian nonprofit organizations, the results show a positive association between the perception of board effeciency and the use of many of the most widely advocated prescriptions on how a nonprofit board of directors should operate.
Journal ArticleDOI
Second-Order Imitation: Uncovering Latent Effects of Board Network Ties
TL;DR: The authors examined whether board interlock ties facilitate second-order imitation, in which firms imitate an underlying decision process that can be adapted to multiple policy domains, rather than just one policy domain.
Book ChapterDOI
Where do we stand? common mechanisms in organizations and social movements research
TL;DR: In this paper, the authors argue that if students of organizations and social movements paid closer attention to each other's work, then opportunities for creative conceptual and theoretical cross-fertilization might occur, and our understanding of both organizations and movements might improve.
Journal ArticleDOI
Green procurement and green supplier development: Antecedents and effects on supplier performance
TL;DR: In this paper, the authors adopt the opposing theoretical views of legitimacy - institutional and strategic - in evaluating firm performance and top management commitment as antecedents to green procurement and green supplier development.