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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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The Adoption Of Institutionally Contested Organizational Practices: The Emergence Of Stock Option Pay In Germany
Wm. Gerard Sanders,Anja Tuschke +1 more
TL;DR: In this paper, the authors examine the transnational diffusion of organizational practices from institutional environments in which they are legitimate to environments where key institutional actors contest them, and contrast processes facilitating pioneering adoptions of contested practices with processes that diffuse the contested practices.
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The interplay between cultural and institutional/structural contingencies in human resource management practices
TL;DR: In this article, a systematic review of literature on cultural as well as institutional/structural contingencies influencing HRM practices in six key areas: human resource planning and career management; job analysis and design; recruitment and selection; performance appraisal; compensation and reward management; and training and development.
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The Dynamics of Standardization: Three Perspectives on Standards in Organization Studies:
TL;DR: In this article, the authors argue that the dynamic aspects of standardization are underrepresented in the scholarly discourse and identify the main types of tension associated with standardization and the dynamics they generate in each of those three areas.
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Science, capitalism, and the rise of the “knowledge worker”: The changing structure of knowledge production in the United States
TL;DR: In this paper, a subtle paradox has emerged among scholars studying knowledge work in different institutional domains: those studying scientists and engineers in private industry see a trend toward increased levels of autonomy and control, as corporate bureaucracies adopt more flexible practices and thus defer to these workers' technical expertise.
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The Sustainability Balanced Scorecard: A Systematic Review of Architectures
TL;DR: The balanced scorecard (BSC) as discussed by the authors is a performance measurement and management system aiming at balancing financial and non-financial as well as short and long-term measures, which is referred to as sustainability balanced scorecards (SBSCs).