Cited by 444Management and Organizational StudiesInnovation and Knowledge ManagementBusiness Strategy and Innovation

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Macrocultures: Determinants and Consequences

Abrahamson, Eric, Fombrun, Charles J.·1994·The Academy of Management Review

DOI 10.5465/amr.1994.9412190217

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Abstract

Faced with turbulent national and international environments, entire U.S. industries — most notably steel and automobiles — have revealed a distinct propensity to overlook radically new types of competitors, cling to traditional technologies, and remain mired in similar, yet outdated, strategic postures. In this article, we ascribe the adaptive failures of entire industries not only to the microcultures of single organizations, but also to what we term interorganizational “macro-cultures” — relatively idiosyncratic beliefs that are shared by managers across organizations. More specifically, we propose that value-added networks linking organizations into collectivities both induce and reflect the existence and persistence of more or less homogeneous macrocultures. In turn, homogeneous macrocultures (a) increase the level of inertia these organizations experience, (b) influence the inventiveness of organizations and the diffusion of innovations among them, and (c) increase the similarity of member organizat...

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Laursen, K., Masciarelli, F., & Prencipe, A. (2012) · Journal of International Business Studies · doi:10.1057/jibs.2012.27 · Cited by 101
“The result can be that firms conduct very limited and biased searches for non-local information (Abrahamson & Fombrun, 1994), which reduces their opportunities for internationaliza- tion.”
Background
Adaptation Under Environmental Turmoil: Organizational Flexibility in Family-Owned Firms
Hatum, A., & Pettigrew, A. (2004) · Family Business Review · doi:10.1111/j.1741-6248.2004.00016.x · Cited by 97
“This factor reflects the institutional pressures exerted on the organization and the speed with which it can adopt new strategies (Abrahamson & Fombrun, 1994; Webb & Pettigrew, 1999), From our inductive analysis, two factors emerged that indicated the degree of embeddedness of AGD and Vicentín in…”
Method
The MNE as a portfolio: Interdependencies in MNE growth trajectory
Nachum, L., & Song, S. (2011) · Journal of International Business Studies · doi:10.1057/jibs.2010.60 · Cited by 95
“…to a broad array of consumers with varied demand characteristics, and to a large variety of rivals, Location portfolios and MNE location choices Lilach Nachum and Sangyoung Song 385 Journal of International Business Studies suppliers, and partners (Abrahamson & Fombrun, 1994; Miller & Chen, 1996).”
The moderated mediating effect of international diversification, technological capability, and market orientation on emerging market firms' new product performance
Wu, J., Ma, Z., & Liu, Z. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2018.03.025 · Cited by 96
Motives for service sabotage: an empirical study of front-line workers
Harris, L. C., & Ogbonna, E. (2011) · Service Industries Journal · doi:10.1080/02642069.2011.582496 · Cited by 93
“Given evidence of industry-specific ‘macrocultures’ (Abrahamson & Fombrun, 1994), data were gathered from a single industry.”
Background
Organizational Culture as a Knowledge Resource
Kayworth, T. R., & Leidner, D. E. (2004) · Springer eBooks · doi:10.1007/978-3-540-24746-3_12 · Cited by 93
The Temporal Development of Strategy: Patterns in the U.K. Insurance Industry
Webb, D., & Pettigrew, A. (1999) · Organization Science · doi:10.1287/orsc.10.5.601 · Cited by 93
“The threshold level will reflect the degree to which an organisation is embedded within the dominant macroculture or institutional field operating in its environment Strang and Meyer (1994), Abrahamson and Fombrun (1994) and DiMaggio and Powell (1983) argue that embeddedness is determined by a number of interrelated f…”
Background
An Interpretive Systems View of Knowledge Investments
Reus, T. H., Ranft, A. L., Lamont, B. T., & Adams, G. L. (2009) · Academy of Management Review · doi:10.5465/amr.2009.40631556 · Cited by 96
“…ideas of knowledge management likely have instilled institutionalized beliefs and practices that boost new knowledge investments, regardless of any gaps between knowledge requirements and available information and know-how in at least some, and possibly many, firms (cf. Abrahamson & Fombrun, 1994).”
Background
A Longitudinal Study of Significant Change in Stakeholder Management
Shropshire, C., & Hillman, A. J. (2007) · Business & Society · doi:10.1177/0007650306295753 · Cited by 94
“For example, scholars observe the tendency for firms in the same industry to have a “macroculture” or norms of strategic behavior (Abrahamson & Fombrun, 1994; Chatman & Jehn, 1994).”
Background
Interorganizational Cognition and Interpretation
Porac, J. F., Ventresca, M. J., & Mishina, Y. (2017) · doi:10.1002/9781405164061.ch25 · Cited by 91
Managing inter-firm projects: A systematic review and directions for future research
von Danwitz, S. (2017) · International Journal of Project Management · doi:10.1016/j.ijproman.2017.11.004 · Cited by 90

Authors: Abrahamson, E., & Fombrun, C. J.
Affiliations: Columbia University (US)
New York University (US)
Venue: The Academy of Management Review
Publisher: Academy of Management
Published: 1994-10
Volume: 19
Issue: 4
Pages: 728
ISSN: 0363-7425 (ISSN-L)
DOI: 10.5465/amr.1994.9412190217
OpenAlex: W2118798478
Cited by: 444
References: 90
Citations by year: 2026: 3 · 2025: 7 · 2024: 12 · 2023: 4 · 2022: 6 · 2021: 14 · 2020: 8 · 2019: 5 · 2018: 17 · 2017: 14 · 2016: 18 · 2015: 19 · 2014: 19 · 2013: 22 · 2012: 28
FWCI: 10.22
Type: journal article
Language: en
Open access: closed
Locations: Academy of Management Review (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
Keywords: value-added networks, organizational inertia, organizational innovativeness, diffusion of innovations, organizational similarity, steel industry, automotive industry

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