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The Role of Institutionalization in Cultural Persistence
Abstract
Traditional approaches to institutionalization do not provide an adequate explanation of clultural persistence. A much more adequate explanation can be found in the ethnomethodological approach to institutionalization, defining acts which are both objective (potentially repeatable by other actors without changing the meaning) and exterior (intersubjectively defined so that they can be viewed as part of external reality) as highly institutionalized. Three levels of institutionalization were created in the autokinetic situation to permit examination of the effects of institutionalization on three aspects of cultural persistence: generational uniformity of cultural understandings, maintenance of these understandings, and resistance of these understandings to change. Three separate experiments were conducted to examine these aspects of cultural persistence. Strong support was foundfor the predictions that the greater the degree of institutionalization, the greater the generational uniformity, maintenance, and resistance to change of cultural understandings. Implications of these findings for earlier approaches to institutionalization are discussed.
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“A key part of NIT is the perspective that the structures and practices of organisations are largely shaped by embedded norms rather than principles of rationality or efficiency (Derrick et al., 2024;Zucker, 1977).”
From Assessing the person or the project? How disciplinary ontological and epistemological assumptions shape doctoral admissions in elite UK institutions (2026) · cites this paper as Zucker, 1977
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Cited by
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
“…organizational culture that emerged in the early stages of a firm's history may have an imperfectly imitable advantage over firms founded in another historical period, where different (and perhaps less valuable) organizational values and beliefs come to dominate (Barney, 1986b; Zucker, 1977).”
BackgroundManaging Legitimacy: Strategic and Institutional Approaches
Suchman, M. C. (1995) · The Academy of Management Review · doi:10.2307/258788 · Cited by 19,903
Exploring internal stickiness: Impediments to the transfer of best practice within the firm
Szulanski, G. (1996) · Strategic Management Journal · doi:10.1002/smj.4250171105 · Cited by 7,839
Political Science and the Three New Institutionalisms
Hall, P. A., & Taylor, R. C. R. (1996) · Political Studies · doi:10.1111/j.1467-9248.1996.tb00343.x · Cited by 6,796
Core capabilities and core rigidities: A paradox in managing new product development
Leonard-Barton, D. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131009 · Cited by 6,477
Metadata
- Authors
- Zucker, L. G.
- Venue
- American Sociological Review
- Publisher
- SAGE Publications
- Published
- 1977-10
- Volume
- 42
- Issue
- 5
- Pages
- 726
- ISSN
- 0003-1224 (ISSN-L)
- OpenAlex
- W2018944729
- Cited by
- 3,068
- References
- 0
- FWCI
- 79.67
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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