Organizations’ Management Configurations Towards Environment and Market Performances
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Cites
A set-theoretic approach to organizational configurations
Fiss, P. C. (2007) · Academy of Management Review · doi:10.5465/amr.2007.26586092 · Cited by 2,225 · see citing works
Managing the Rivalry of Competing Institutional Logics
Reay, T., & Hinings, C. R. (2009) · Organization Studies · doi:10.1177/0170840609104803 · Cited by 1,821 · see citing works
Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications
Besharov, M. L., & Smith, W. K. (2014) · Academy of Management Review · doi:10.5465/amr.2011.0431 · Cited by 1,571 · cited 2× · see citing works
“In the domain of institutional theory, increasing evidence shows that the organizational field is characterized by the coexistence of two or more competing logics (Besharov & Smith, 2014; Reay & Hinings, 2009; Thornton & Ocasio, 2008).”
BackgroundEmbracing Causal Complexity: The Emergence of a Neo-Configurational Perspective
Misangyi, V. F., Greckhamer, T., Furnari, S., Fiss, P. C., Crilly, D., & Aguilera, R. (2017) · Journal of Management · doi:10.1177/0149206316679252 · Cited by 1,099 · see citing works
Guerci, M., Longoni, A., & Luzzini, D. (2016) · The International Journal of Human Resource Management · doi:10.1080/09585192.2015.1065431 · Cited by 589 · cited 2× · see citing works
“…practitioners, we might understand how institutional logics embedded in a firm conflict with certain types of GHRM practices (Ehnert & Ehnert, 2009; Guerci et al., 2016; Jackson et al., 2014; Jiang et al., 2012; Judge et al., 2014; Tang et al., 2017; Lipovetsky and Conklin, 2018; Ren et al., 2022).”
BackgroundEhnert, I., & Harry, W. (2012) · management revu · doi:10.5771/0935-9915-2012-3-221 · Cited by 279 · see citing works
Exceptional boards: Environmental experience and positive deviance from institutional norms
Walls, J. L., & Hoffman, A. J. (2013) · Journal of Organizational Behavior · doi:10.1002/job.1813 · Cited by 221 · see citing works
HRM institutional entrepreneurship for sustainable business organizations
Ren, S., & Jackson, S. E. (2020) · Human Resource Management Review · doi:10.1016/j.hrmr.2019.100691 · Cited by 175 · see citing works
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Chowdhury, S., Budhwar, P., & Wood, G. (2024) · British Journal of Management · doi:10.1111/1467-8551.12824 · Cited by 221 · see citing works
“This will establish the frame-work’s practical applicability, limitations, boundary conditions and effectiveness in guiding organizations (e.g. Ren, Fan and Tang, 2023).”
BackgroundRen, S., Cooke, F. L., Stahl, G. K., Fan, D., & Timming, A. R. (2023) · Human Resource Management · doi:10.1002/hrm.22169 · Cited by 148 · see citing works
Self-citation
- Authors
- Ren, S., Fan, D., & Tang, G.
- Affiliations
- Queen's University Belfast (GB)
- RMIT University (AU)
- Shandong University (CN)
- Corresponding author
- Tang, Guiyao
- Venue
- Journal of Business Ethics
- Published
- 2022-12-05
- Volume
- 188
- Issue
- 2
- Pages
- 239-257
- ISSN
- 0167-4544 (ISSN-L)
- 1573-0697
- OpenAlex
- W4310750235
- Cited by
- 25
- References
- 8
- Citations by year
- 2026: 5 · 2025: 11 · 2024: 6 · 2023: 3
- FWCI
- 4.00
- Type
- journal article
- Language
- en
- Open access
- green
- pure.qub.ac.uk
- Licence
- Locations
- Journal of Business Ethics (publishedVersion)
- Research Portal (Queen's University Belfast) (publishedVersion, other-oa)
- RePEc: Research Papers in Economics (submittedVersion)
- Figshare (submittedVersion, cc-by)
- Topics
- Social Sciences › Business, Management and Accounting › Marketing › Environmental Sustainability in Business
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
- Keywords
- green human resource management, institutional logics, environmental performance, market performance, sustainable performance, configurational approach
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