The iron cage revisited institutional isomorphism and collective rationality in organizational fields

Paul J. DiMaggio, Walter W. Powell

    Research output: Chapter in Book/Report/Conference proceedingChapter

    Abstract

    What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative-leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

    Original languageEnglish (US)
    Title of host publicationEconomics Meets Sociology in Strategic Management
    PublisherJAI Press
    Pages143-166
    Number of pages24
    ISBN (Print)0762306610, 9780762306619
    DOIs
    StatePublished - 2000

    Publication series

    NameAdvances in Strategic Management
    Volume17
    ISSN (Print)0742-3322

    ASJC Scopus subject areas

    • Economics, Econometrics and Finance (miscellaneous)
    • Strategy and Management

    Fingerprint Dive into the research topics of 'The iron cage revisited institutional isomorphism and collective rationality in organizational fields'. Together they form a unique fingerprint.

  • Cite this

    DiMaggio, P. J., & Powell, W. W. (2000). The iron cage revisited institutional isomorphism and collective rationality in organizational fields. In Economics Meets Sociology in Strategic Management (pp. 143-166). (Advances in Strategic Management; Vol. 17). JAI Press. https://doi.org/10.1016/S0742-3322(00)17011-1