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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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Why do Chinese firms tend to acquire strategic assets in international expansion
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Institutional-based antecedents and performance outcomes of internal and external green supply chain management practices
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Cross-cultural competence in international business: toward a definition and a model
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The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations
TL;DR: In this paper, the authors draw on five case studies in health care organizations to develop a process theory of strategic change in pluralistic settings characterized by diffuse power and divergent objectives.
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Middle‐Status Conformity: Theoretical Restatement and Empirical Demonstration in Two Markets1
TL;DR: In this paper, the authors aim to reestablish the long-standing conjecture that conformity is high at the middle and low at either end of a status order, and they also validate the conjecture.