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The purpose of this study was to explore the process of change in existing professional sport organisations as they initiate a women's team.

Three Australian Football League clubs with licenses for professional women's teams were examined, with semi-structured interviews held with three key department managers from each club.

The findings suggest organisations adopt either a community-focused or commercially focused approach, the selection of which is a response to the interplay of institutional pressures (e.g. league demands), resource demands (e.g. human and financial) and the strategic choices of a few, key “idea champions”.

This study provides insight into the approach change taken by clubs as they introduce a women's team into their existing organisational structure.

The purpose of this paper is to apply the path dependence theoretical framework to STI policies that support research and innovation strategies for smart specialisation (RIS3).

Review of the recent literature on the phases, sources of reinforcement and change mechanisms (layering, conversion, recombination, etc.) present in path-dependent processes, as well as the role played by mental frameworks, political agents and power relations; and its illustration and testing over 30 years of STI policy development in the Basque Country.

How to operationalise the analysis of continuity and change of STI policies supporting RIS3 policies characterised by path dependence processes. Likewise, learnings from the analysis of Basque case regarding the types of challenges that European regions will face as they design their RIS3, according to their degree of maturity in STI policies.

It is the first time that the recently developed tools for analysis of path-dependent processes are applied to the development of STI policies supporting RIS3 policies.

This study aims to demonstrate the interaction of the regulatory environment and market forces with rapid technological change in the transformation of SOEs, as exemplified by Telecom NZ.

This case study analysis explicates resource dependency and institutional forces in the process of SOE privatisation, in the first ten years of transformation, through textual analysis of data collected from company annual reports and interviews.

It is demonstrated that resource dependencies on technology and capital, market forces, and the institutionalization of new structures and relationships, are as important as regulatory changes in the analysis of SOE restructuring. It is also documented that the regulatory transitions are not as clear‐cut as the legislative dates and economic analyses suggest.

The research focuses on a single exemplar to explicate key interactions. While generalizable to theory, the use of in‐depth case studies is context‐specific.

Both technology and market forces must be incorporated in models of public sector transformations to fully capture resource dependence and institutional effects.

The value of the paper to academics is its integration and application of institutional theory and resource dependence theory to issues that have previously been explored primarily through economic lens. Methodologically, this paper provides an original insight into organisational change. The content analysis of annual reports, supported by interview records, reflects the importance of certain themes in organisational documents for organisational actors. To practitioners, this presents an in‐depth “portrait” of one of the largest and most successful public sector transformations of its era.

The control role of the Board of Directors is aimed at monitoring the decisions and actions undertaken by managers in order to protect stockholders’ interests. Considerable theoretical and empirical research has analyzed whether directors’ behavior is consistent with their fiduciary responsibility, but this research has reported inconsistent findings. This paper offers a comprehensive review of both theoretical and empirical literature on the control role of the board and suggests several guidelines for future research.

Whether corporate governance systems and practices are converging to the Anglo-American shareholder-value-oriented model or continue to diverge from this model and maintain their idiosyncrasies has been controversially debated among scholars in a variety of academic disciplines. The purpose of this paper is to review, critique and integrate the disparate positions in the convergence-divergence debate in corporate governance and to suggest promising directions for future research.

The author constructs a theoretical framework in which convergence and divergence dynamics are conceptualized as simultaneous processes of institutional change and continuity. This framework takes into account the influence of economic market forces, social embeddedness and cultural forces in shaping corporate governance at the national and the firm levels and provides a holistic and integrative perspective on the extant literature in the convergence-divergence debate.

The literature review does not support either the predictions of convergence advocates or the predictions of divergence advocates. Instead, the paper finds that convergence and divergence dynamics can coexist and lead to increasing heterogeneity in corporate governance arrangements of firms within and between corporate governance systems. This finding adds complexity to the debate and opens room for interesting research directions.

The paper offers a comprehensive review of the topic and draws from literature in financial economics, comparative law, economic sociology, international business, political science and strategic management. Most importantly, the paper offers a multi-theoretical framework that allows for an integration of the divergent perspectives presented in the literature.

The purpose of this article is to develop a conceptual model addressing how environmental uncertainty resulting from disruptive technology affects an internal corporate venture's organization.

Based upon a review of two complementary theoretical perspectives – resource dependence theory and institutional theory, propositions regarding internal and external linkages and the internal organizational governance mechanisms of organizational structure and strategic control systems of ICVs are developed.

Resource dependence theory and institutional theory are both necessary to explain the organizational issues resulting from the uncertainty surrounding disruptive technology. Research limitations/implications – A limitation is that this is a theoretical paper; empirical research is needed to test the theories presented in this paper.

To the extent that managers can be trained to recognize and understand the complexities of disruptive technology, their likelihood of appropriate organizational responses will be enhanced.

The paper presents a conceptual model of how to successfully manage an internal corporate venture in a disruptive technology environment.

When first asked to write a chapter on “Corporate Networks,” I was flummoxed by the Stanford focus. Unlike many of the other theories in this volume, where a game of word association by theory results in a roster of current or emeritus Stanford faculty members, corporate network has roots in many institutions. Indeed, institutions such as University of Chicago or Stonybrook may make a claim for being at the forefront of research on corporate networks, and University of Michigan is the current home to three of the top researchers in the area. Yet, among the core network researchers, a good number of them either spent their early faculty years at Stanford (e.g., Pam Haunschild, Don Palmer, Joel Podolny) or completed doctoral training at Stanford (e.g., Jerry Davis, Henrich Greve, Toby Stuart, Christine Beckman). And this list does not include those that came to Stanford later in their careers (e.g., Mark Granovetter and Woody Powell). Furthermore, the history of corporate network research is intertwined with many of the theories developed at Stanford during the late 1970s. To understand this influence, I begin with a brief but broad history of research on corporate networks, a history that begins somewhat earlier than 1970 and continues to the present. Then I turn to the question of Stanford's role in supporting this research stream and intellectual life more broadly.

This paper aims to explore how the establishment modes used by emerging economy multinational corporations (EE-MNCs) influence their subsequent experiences of liability of origin (LOO) in developed economies based on the causal-model theory of categorization.

Taking Chinese listed firms' direct investments in developed economies as the sample, this paper utilizes Heckman (1979)'s self-selection model to examine the effect of establishment modes. Besides, when checking the robustness, subsample analyses and 2SLS regressions are used to rule out the alternative explanation associated with LOO mitigation.

EE-MNCs that enter a developed economy by greenfield investment experience heightened LOO while entries using M&A are associated with the mitigated liability. When EEMNCs enter a more institutionally distant developed country, the establishment modes will be more determinant of their subsequent experiences of this liability. Moreover, the effect of establishment modes can recede when EE-MNCs have established their presence in a developed country for a longer time.

This paper utilizes the causal-model theory of categorization to articulate the underlying mechanisms through which the country-of-origin cue is weakened by the cue transmitted by M&A. It further considers the context-saliency of the cue of M&A and clarifies boundary conditions for the effectiveness of this establishment mode to mitigate LOO.

Widespread adoption of reporting frameworks has contributed to current global practices undertaken by firms to report social, environmental and economic impact. The Global Reporting Initiative (GRI), the most widely used of those frameworks, has produced several generations of guidelines. Their third-generation guidelines (G3), which had the most widespread and long-term use, relied on a series of application levels to convey the quantity and quality of disclosures. The firm’s choice of application level exemplified its corporate social responsibility (CSR) disclosure strategy. The purpose of this study is to answer the call of scholars for a comprehensive explanation of a firm’s CSR disclosure strategy and suggested researching of the conceptual underpinnings of legitimacy, stakeholder, resource dependence and institutional theories.

Given this call, a comprehensive model is tested that explores relationships arising from these four major theories and the choice of GRI application levels. The model includes four constructs: non-financial corporate characteristics, firm financial performance, stakeholder involvement and environmental turbulence.

Unexpectedly, the findings do not show differences with respect to the theoretical underpinnings of CSR disclosure and the GRI disclosure levels.

Despite their widespread use, GRI was concerned that the G3’s application levels could be misunderstood and that the framework needed conceptual improvement. These concerns led to the elimination of application levels with the launch of GRI’s fourth-generation guidelines (G4) in 2013. The findings support the need for conceptual improvement and the discontinuation of the application level system in the G4 guidelines. They also suggest the need for additional research to examine disclosure choices over time, to make understand corporate disclosure strategies.

We draw upon and integrate two organizational theory perspectives to develop a conceptual model of how managed care influences the treatment practices of outpatient drug treatment providers. First, using resource dependence theory, we suggest that treatment practices will vary as a function of an organization's dependence on managed care and the scope and stringency of oversight mechanisms used by managed care firms. Second, we apply institutional theory to suggest that the expectations of the professional staff and sources of legitimacy will also directly influence treatment practices. Finally, we draw upon previous integrative frameworks and argue that institutional factors will also indirectly influence treatment by moderating the negative effects of managed care dependence and oversight.