Exploring the Limits of the New Institutionalism: The Causes and Consequences of Illegitimate Organizational Change

Kraatz, Matthew S.; Zajac, Edward J.

doi:10.2307/2096455

Cited by 580 publications

(326 citation statements)

References 28 publications

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“…In fact, the findings of this study suggest that early adopters are no more motivated to achieve economic gains than later ones; or, to put it the other way around, later adopters are no less motivated to achieve economic gains than are early ones. Rather than supporting the two-stage model, our results are consistent with other studies that have not shown differences between early and later adoption periods (e.g., Kraatz & Zajac, 1996).…”

Section: Discussionsupporting

confidence: 90%

“…For instance, in a study of the diffusion of human resource practices among law firms, Sherer and Lee (2002) failed to find support for the notion that competitive-technical pressures explained early, but not later, adoption. Similarly, Kraatz and Zajac (1996) found no link between technical variables and early versus late adoption of professional degree programs in American liberal arts colleges. Similarly, prior research found mixed support for the two-stage model in studies of the diffusion of both matrix management (Burns & Wholey, 1993) and work-family programs (Goodstein, 1994;Ingram & Simons, 1995).…”

Section: Rethinking Adoption Motivationsmentioning

confidence: 86%

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Institutionalization, Framing, and Diffusion: The Logic of TQM Adoption and Implementation Decisions among U.S. Hospitals

Kennedy

Fiss

2009

AMJ

398

440

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We extend institutional theory's account of diffusion by examining the interplay between economic and social considerations in adoption decisions. Drawing on organizational decision-making research, we argue that both early and late adopters respond to framing and interpreting adoption decision situations as opportunities versus threats. Using data on the diffusion of total quality management (TQM) among U.S. hospitals, we found that motivations to appear legitimate coexist with motivations to realize economic performance improvement, and that issue perception is related to the extent of practice implementation. These findings prompt rethinking of the classic institutional diffusion model.

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Section: Discussionsupporting

confidence: 90%

Section: Rethinking Adoption Motivationsmentioning

confidence: 86%

Institutionalization, Framing, and Diffusion: The Logic of TQM Adoption and Implementation Decisions among U.S. Hospitals

Kennedy

Fiss

2009

AMJ

398

440

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“…Power relates to stakeholders' control of resources which confers upon them what Suchman (1995) terms 'pragmatic legitimacy' and may allow them to force through the adoption of a given practice; DiMaggio and Powell (1983) term this 'coercive isomorphism'. The extent to which legitimation is the driving force of adoption relative to instrumental considerations is unclear (Kraatz & Moore, 2002;Kraatz & Zajac, 1996;Rivera & de Leon, 2004) suggest that the threat of resource sanctions is a necessary driver of institutionalization, and that considerations of legitimacy alone are insufficient to influence practice adoption.…”

Section: Institutional Theorymentioning

confidence: 99%

Image differentiation with corporate environmental responsibility

Heikkurinen

2010

Corp Soc Responsibility Env

134

116

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This paper analyzes strategic implications of corporate responsibility (CR) and in particular how a firm can differentiate with an environmentally responsible image. A single case study was conducted in the Nordic hospitality industry with semi‐structured interviews as the main data collection method.By adopting an environmentally responsible identity through shared values with the firm's key stakeholders, the firm can reflect an environmentally responsible image. This image can enhance the firm's strategic position through internal and external differentiators from competitors – as the firm becomes a more preferred employer, partner and supplier, it results in enhanced employee motivation, cost savings, better reputation, and greater guest loyalty. The amount of CR depends on the micro/meso/macro/global‐level drivers, and competitive aims of the firm. The emphasis on stakeholder communication becomes greater as the firm increases its CR‐aggressiveness. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.

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“…Organizations tend to model themselves on similar organizations in their field that they perceive to be legitimate or successful [6], by imitating and acquiring the attributes, innovations, and practices that have been proven to be attributable to the success of SCM.…”

Section: Mimesismentioning

confidence: 99%

Institutional isomorphism and the adoption of information technology for supply chain management

Lai

Wong

Cheng

2006

Computers in Industry

154

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Exploring the Limits of the New Institutionalism: The Causes and Consequences of Illegitimate Organizational Change

Cited by 580 publications

References 28 publications

Institutionalization, Framing, and Diffusion: The Logic of TQM Adoption and Implementation Decisions among U.S. Hospitals

Institutionalization, Framing, and Diffusion: The Logic of TQM Adoption and Implementation Decisions among U.S. Hospitals

Image differentiation with corporate environmental responsibility

Institutional isomorphism and the adoption of information technology for supply chain management

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