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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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References
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What’s My Style? The Influence of Top Managers on Voluntary Corporate Financial Disclosure

TL;DR: The authors found that top executives exhibit unique individual-specific and economically significant disclosure styles, and that managers' unique fixed effects are associated with observable characteristics of their own personal backgrounds, such as career tracks, managers born before World War II, and MBAs.
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Academic Entrepreneurs: Organizational Change at the Individual Level

TL;DR: The results suggest that individual attributes, while important, are conditioned by the local work environment, and that when individuals face dissonance, they will conform to the local norms, rather than adhering to the norms from their prior experience.
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An Empirically Derived Model for the Adoption of Customer-based Interorganizational Systems*

TL;DR: In this paper, a model is constructed based on significant studies in innovation to identify factors facilitating the adoption decision of a customer-based interorganizational system (CIOS) using discriminant analysis.
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The Rise of the Corporation in a Craft Industry: Conflict and Conformity in Institutional Logics

TL;DR: In this article, the authors test a theory of how a craft and profession-based industry adopted multidivisional organization, examining higher education publishing from 1958 through 1990, and combine interviews and...
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CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion

TL;DR: The authors linked CEO hubris to firm risk taking and examined the moderating role of managerial discretion in this relationship, drawing on upper echelons theory and behavioral decision theory, they examined the role of discretion in the relationship.
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