The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
The Role of Institutional and Market Forces in Divergent Organizational Change
Abstract
This paper focuses on a radical change, in which organizations abandon an institutionalized template for arranging their core activities, that is likely to occur in organizational fields that have strong, local market forces and strong but heterogeneous institutional forces. We examine the role of market forces and heterogeneous institutional elements in promoting divergent change in core activities among all U.S. rural hospitals from 1984 to 1991. Results support the view that divergent change depends on both market forces (proximity to competitors, disadvantages in service mix) and institutional forces (state regulation, ownership and governance norms, and mimicry of models of divergent change).
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Citations
Cites
Burt, R. S. (1992) · doi:10.4159/9780674029095 · Cited by 9,093
Strategic Responses to Institutional Processes
Oliver, C. (1991) · The Academy of Management Review · doi:10.5465/amr.1991.4279002 · Cited by 8,950
The antecedents of deinstitutionalization
Oliver, C. (1992) · Organization Studies · doi:10.1177/017084069201300403 · Cited by 1,746
Cited by
Institutional Complexity and Organizational Responses
Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011) · Academy of Management Annals · doi:10.5465/19416520.2011.590299 · Cited by 3,519
Strategy Research in Emerging Economies: Challenging the Conventional Wisdom*
Wright, M., Filatotchev, I., Hoskisson, R. E., & Peng, M. W. (2005) · Journal of Management Studies · doi:10.1111/j.1467-6486.2005.00487.x · Cited by 1,843
Institutional Work to Maintain Professional Power: Recreating the Model of Medical Professionalism
Currie, G., Lockett, A., Finn, R., Martin, G., & Waring, J. (2012) · Organization Studies · doi:10.1177/0170840612445116 · Cited by 448
Capital is not enough: Innovation in developing economies
Bradley, S. W., McMullen, J. S., Artz, K., & Simiyu, E. M. (2012) · Journal of Management Studies · doi:10.1111/j.1467-6486.2012.01043.x · Cited by 375
Gardner, H. K., Anand, N., & Morris, T. (2008) · Journal of Organizational Behavior · doi:10.1002/job.557 · Cited by 72
Metadata
- Authors
- D'Aunno, T., Succi, M., & Alexander, J. A.
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 2000-12
- Volume
- 45
- Issue
- 4
- Pages
- 679-703
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W1979996062
- Cited by
- 380
- References
- 3
- FWCI
- 11.08
- Type
- journal article
- Language
- en
- Open access
- closed
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- D'Aunno, T., Succi, M., & Alexander, J. A. (2000). The Role of Institutional and Market Forces in Divergent Organizational Change. Administrative Science Quarterly. https://doi.org/10.2307/2667016
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
