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to overlook radically new types of competitors, cling to traditional technologies, and remain mired in similar, yet outdated, strategic postures.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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“In other words, adopting a fashionable innovation might do little to boost the performance of the organization, but it will fulfill the function of “signaling” the higher status of the organization (Abrahamson & Fombrun, 1994).”
Background
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“Such potential inertial tendencies of industry norms have received some support (Abrahamson & Fombrun, 1994; David, 1986); but if they simultaneously enable certain forms of flexibility, such as partnering flexibility with potentially positive impact on project-level learning (Bechky, 2006;…”
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“Abrahamson and Fombrun (1994) note that macroculture indicates a level of agreement or homogeneity among managers across organizations in an industry.”
Background
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“The importance of involving external stakeholders is likely a function of the strength of the organization and, by extension, of industry values, in the form of macro cultures [10].”
Background
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“A macroculture can also be horizontal, with competing organizations across the industry included (Abrahamson & Fombrun, 1994).”
BackgroundInfluential

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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Macrocultures: Determinants and Consequences

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