DiMaggio, P. J. and W. Powell (1983).
"The Iron Cage Revisited:
Institutional Isomorphism and Collective Rationality in Organizational Fields."
American Sociological Review, 48: 147-160.
- uncertainty leads to isomorphism
- coercive, mimetic, normative
DiMaggio vs Hannan &
Freeman on Emergence of New Organizational Forms (exam question by Keith
Rollag)
Hirsch, P. M. (1972). "Processing Fads and Fashions."
American Journal of Sociology, 77: 639-659.
- develop elaborate coping mechanisms in response to market uncertainty
- firms constrained by environmental forces at institutional level
- operation and integration of "organizational set"
- lots of boundary spanning roles, craft-like functions, less bureaucracy
Meyer, J. W. and B. Rowan (1977).
"Institutional organizationa:
formal structure as myth and ceremony." American Journal of Sociology,
83: 340-363.
- ceremoniously adopt structure to gain institutional legitimacy
- buffer technical core from confliciting ceremonial structures
Meyer & Rowan,
Dimaggio & Powell (reading summary)
Rowan, B. (1982). "Organizational Structure and the institutional
environment: the case of public schools." Administrative Science
Quarterly, 27: 259-279.
- public school structures arose from institutional norms
- balanced institutions promote more isomorphism
Selznick, P. (1984). "Guiding Principles and Interpretation:
A Summary" in. TVA and the Grass Roots. Berkeley, UC Berkeley
Press: 249-266.
- organization affected by the environment, adapts for survival
- organizational committments constrain actions
- some policies institutionalized to the point they become ends in themselves
- co-optation of constituents can have unintended consequences
Stinchcombe, A. L. (1959). "Bureaucrats and Craft Administration
of Production: A Comparative Study." Administrative Science Quarterly,
4(2): 168:187.
- craft administration more "rational" than bureaucracy in
construction
- function of seasonality and location variety
Tolbert, P. S. and L. G. Zucker (1983).
"Institutional sources
of change in the formal structure of organizations: the diffusion of civil
service reform, 1880-1935." Administrative Science Quarterly, 28:
22-39.
- early adoption related to efficiency, later related to legitimacy
- required elements diffused quickly
Tushman, M. L. and P. Anderson (1986).
"Technological discontinuties
and organizational environments." Administrative Science Quarterly,
31: 439-465.
- competence-enhancing vs destroying innovations
- periods of incremental changes puctuated by breakthroughs
- competence-enhancing introduced by existing firms - reduce turbulence
- competence-destroying introduced by new forms - increase turbulence