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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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Institutional and Rational Determinants of Organizational Practices: Human Resource Management in European Firms

TL;DR: In this article, a comparative study of human resource management in firms located in six European countries was conducted to compare the adoption of both calculative and collaborative human resource practices, and the results showed that institutional determinants, as indicated by the national embeddedness of firms, have a strong effect on the application of both the two practices.
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Determinants of acquisition integration level: A decision-making perspective.

TL;DR: In this article, the authors examined how the task, cultural, and political characteristics of acquisitions influence decisions about levels of integration and concluded that an understanding of acquisition integration is best achieved by viewing integration design decisions through multiple theoretical lenses.
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Ownership Strategies and Survival of Foreign Subsidiaries: Impacts of Institutional Distance and Experience

TL;DR: In this article, the authors integrated institutional theory and organizational learning perspective and proposed a contingency framework on the relationship between ownership strategies and subsidiary performance, and found important main effects of ownership, institutional distance, and host country experience on subsidiary survival.
Journal ArticleDOI

International Entrepreneurial Orientation: Conceptual Considerations, Research Themes, Measurement Issues, and Future Research Directions

TL;DR: The amount of research conducted on the topic of international entrepreneurial orientation (IEO) has grown exponentially in recent years, thus inviting an analysis of the scholarly conversations about IEO.
Journal ArticleDOI

International Diversification: Antecedents, Outcomes, and Moderators:

TL;DR: In this article, a conceptual model groups key relationships, including antecedents, environmental factors, performance and process outcomes, moderators, and the characteristics of international diversification, and synthesize intellectual contributions, highlight unresolved issues, and provide recommendations for future research.
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