The DOI matches its Crossref record; 9 of the 9 references it cites were found in a registry or an index.
Cognitive Underpinnings of Institutional Persistence and Change: A Framing Perspective
Abstract
We integrate the predictions of prospect theory, the threat-rigidity hypothesis, and institutional theory to suggest how patterns of institutional persistence and change depend on whether decision makers view environmental shifts as potential opportunities for or threats to gaining legitimacy. We argue that in the event that decision makers face ambiguity in their reading of the environment, they initiate decoupled substantive and symbolic actions that simultaneously accommodate the predictions of prospect theory and the threat-rigidity hypothesis.
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Cites
Prospect Theory: An Analysis of Decision under Risk
Kahneman, D., & Tversky, A. (1979) · Econometrica · doi:10.2307/1914185 · Cited by 48,524
Institutions, Institutional Change and Economic Performance
North, D. C. (1990) · doi:10.1017/cbo9780511808678 · Cited by 32,691
Strategic Responses to Institutional Processes
Oliver, C. (1991) · The Academy of Management Review · doi:10.5465/amr.1991.4279002 · Cited by 8,950
(2000) · doi:10.1017/cbo9780511803475 · Cited by 2,987
Reconceptualizing the Determinants of Risk Behavior
Sitkin, S. B., & Pablo, A. L. (1992) · The Academy of Management Review · doi:10.2307/258646 · Cited by 2,057
Self-citationCacioppo, J. T., & Berntson, G. G. (1994) · Psychological Bulletin · doi:10.1037//0033-2909.115.3.401 · Cited by 1,882
The antecedents of deinstitutionalization
Oliver, C. (1992) · Organization Studies · doi:10.1177/017084069201300403 · Cited by 1,746 · cited 3×
“For instance, Oliver (1992) hypothesizes that deinstitutionalization (i.e., a departure from established isomorphic patterns of action) occurs as a result of political, functional, and social pressures.”
BackgroundPreference and belief: Ambiguity and competence in choice under uncertainty
Heath, C., & Tversky, A. (1991) · Journal of Risk and Uncertainty · doi:10.1007/bf00057884 · Cited by 1,654
Hatfield, D. E., Tegarden, L. F., & Echols, A. E. (2001) · The Journal of High Technology Management Research · doi:10.1016/s1047-8310(00)00039-0 · Cited by 37
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
From smoke and mirrors to walking the talk: Decoupling in the contemporary world
Bromley, P., & Powell, W. W. (2012) · Academy of Management Annals · doi:10.5465/19416520.2012.684462 · Cited by 1,656
Suddaby, R., Bitektine, A., & Haack, P. (2017) · Academy of Management Annals · doi:10.5465/annals.2015.0101 · Cited by 1,082
Cornelissen, J., & Werner, M. (2014) · Academy of Management Annals · doi:10.1080/19416520.2014.875669 · Cited by 836
Difference in degrees: CEO characteristics and firm environmental disclosure
Lewis, B. W., Walls, J. L., & Dowell, G. W. S. (2014) · Strategic Management Journal · doi:10.1002/smj.2127 · Cited by 713
Metadata
- Authors
- George, E., Chattopadhyay, P., Sitkin, S. B., & Barden, J.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2006-04
- Volume
- 31
- Issue
- 2
- Pages
- 347-365
- ISSN
- 0363-7425 (ISSN-L)
- 1930-3807
- OpenAlex
- W2115080903
- Cited by
- 424
- References
- 9
- FWCI
- 32.67
- 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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