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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
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International business responses to institutional voids
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Putting giddens into action: social systems and managerial agency
TL;DR: The authors examines the influence of Giddens on recent work in management studies, especially the contribution of his structurationist pers- pective to understand managerial agency, and concludes that Gaddens' influence is substantial but lopsided.
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A Socio-Cognitive Model of Technology Evolution: The Case of Cochlear Implants
Raghu Garud,Michael A. Rappa +1 more
TL;DR: This paper examines the social and cognitive processes that unfold over time as a technology develops by focusing on the relationship between the beliefs researchers hold about what is and is not technically feasible, the technological artifacts they create, and the routines they use for evaluating how well their artifacts meet with their prior expectations.
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The making and remaking of organization context
TL;DR: In this paper, the authors propose a social theory based framework for grounding and expanding institutional theory to more fully articulate institutionalization processes, incorporating institutional theory and structuration theory and drawing on the work of Max Weber in developing a framework of the context and the processes associated with creating, adopting and discarding institutional practices.
Journal ArticleDOI
Conceptualizing executive hubris: the role of (hyper‐)core self‐evaluations in strategic decision‐making
TL;DR: It is argued that CSE should be adopted as a robust, well-validated umbrella construct for research on executive self-concept, and it is anticipated that hyper-CSE executives—who possess supreme levels of self-confidence, self-potency, and conviction that they will prevail—will manifest this trait in their job behaviors.
Journal ArticleDOI
Entrepreneurship as the nexus of individual and opportunity: A structuration view
TL;DR: In this article, the authors propose structuration theory as a useful lens through which to view the entrepreneurial process and propose that the entrepreneur and social systems co-evolve, which offers a robust and hereto underrepresented, perspective of the entrepreneurship process.