Abstract
The literature describes how institutional environments engineer certain behaviours and cites a number of theories to explain the institutional behaviour patterns exhibited by firms. Three of the theories, namely, ecological (Hannan, 1977, 1984;); resource dependency (Pfeffer and Salancik, 1978); and institutional theory (Scott, 1983; DiMaggio and Powell, 1983; Lincoln, 1978, 1986) share a common theme since they attribute business performance to environmental circumstances. The ecological explanation proposed by theorists, adopts a Darwinian approach to management since it posits a degree of “natural selection”. It assumes populations operating in a free market institutional environment will adapt to the opportunities and constraints of the market place (Hannan, 1977,1984; Childs, 2003). In contrast, the resource dependency view cites resources as a key determinant of performance and argues that national boundaries influence the way institutions behave because of the positive or negative influences that boundaries can and do exert on resources. (Pfeffer and Salancik; Childs, 2003) 1978) Institutional theory extends these theoretical explanations to the wider aspects of the environment and suggests macro-forces trigger institutional change. (Scott, 1983; DiMaggio and Powell, 1983; Lincoln, 1978, 1986; Rosenzweig, 1991; Mizruchi, 1999; Davis, 2000). In response, mimetic behaviours are observed between populations. (Haunschild, 1997)
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Pease, S., Paliwoda, S., Slater, J. (2015). The Influence of National Culture on Management Style: Are Managers in Asia Becoming Less A verse to Change?. In: Sharma, D., Borna, S. (eds) Proceedings of the 2007 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-11806-2_83
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DOI: https://doi.org/10.1007/978-3-319-11806-2_83
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