TY  - CHAP
AB  - 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.
VL  - 17
SN  - 978-1-84950-051-7, 978-0-76230-661-9/0742-3322
DO  - 10.1016/S0742-3322(00)17011-1
UR  - https://doi.org/10.1016/S0742-3322(00)17011-1
AU  - DiMaggio Paul J.
AU  - Powell Walter W.
ED  - Joel A.C. Baum
ED  - Frank Dobbin
PY  - 2000
Y1  - 2000/01/01
TI  - The iron cage revisited institutional isomorphism and collective rationality in organizational fields
T2  - Economics Meets Sociology in Strategic Management
T3  - Advances in Strategic Management
PB  - Emerald Group Publishing Limited
SP  - 143
EP  - 166
Y2  - 2024/04/19
ER  -