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A tough pill to swallow?
16 references·0 citing·45 second hop
A tough pill to swallow? (2012)A tough pill to swallow?The impact of environmental management systems on financial performance in fashion and textiles industries (2011)The impact of environmental m…Tailoring corporate responsibility to suppliers: Managing SA8000 in Indian garment manufacturing (2008)Tailoring corporate responsib…ISO 9000 and supply chain efficiency: Empirical evidence on inventory and account receivable days (2008)ISO 9000 and supply chain eff…Toward a theory of the linkages between safety and quality (2007)Toward a theory of the linkag…The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…The integration of the standards systems of quality management, environmental management and occupational health and safety management (2002)The integration of the standa…Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance (2002)Innovation is not enough: cli…Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates (2002)Global Competition, Instituti…Does Implementing an Effective TQM Program Actually Improve Operating Performance? Empirical Evidence from Firms That Have Won Quality Awards (1997)Does Implementing an Effectiv…Detecting abnormal operating performance: The empirical power and specification of test statistics (1996)Detecting abnormal operating …Managing Legitimacy: Strategic and Institutional Approaches (1995)Managing Legitimacy: Strategi…Conducting case study research in operations management (1993)Conducting case study researc…Institutional Theories of Organization (1987)Institutional Theories of Org…Organizational Environments: Ritual and Rationality. (1985)Organizational Environments: …Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Economies of Scale in Theory and Practice (1972)Economies of Scale in Theory …The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Case Study Research: Design and Methods (1984)Effective case research in operations management: a process perspective (2002)Qualitative case studies in operations management: Trends, research outcomes, and future research implications (2010)Case study research: design and methods (2011)Renaissance of case research as a scientific method (2014)A Garbage Can Model of Organizational Choice (1972)The Population Ecology of Organizations (1977)International Norm Dynamics and Political Change (1998)Structural Equations with Latent Variables (1989)Comparative fit indexes in structural models. 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AN EMPIRICAL EXAMINATION OF THE RELATIONSHIP BETWEEN LEAN PRODUCTION AND ENVIRONMENTAL PERFORMANCE (2001)Contingency research in operations management practices (2008)The Economics of Organization: The Transaction Cost Approach (1981)Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration (1996)Understanding Radical Organizational Change: Bringing Together the Old and the New Institutionalism (1996)Institutions and Institutional Work (2006)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS. (2000)Modes of Network Governance: Structure, Management, and Effectiveness (2007)“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility (2008)Trade, Quality Upgrading, and Wage Inequality in the Mexican Manufacturing Sector * (2008)Scrutiny, Norms, and Selective Disclosure: A Global Study of Greenwashing (2011)Diffusion of Innovations 1 (2019)Determinants of Interorganizational Relationships: Integration and Future Directions (1990)Organizational Legitimacy Under Conditions of Complexity: The Case of the Multinational Enterprise (1999)New Public Management Is Dead--Long Live Digital-Era Governance (2005)
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References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 1995Managing Legitimacy: Strategic and Institutional Approaches19,858 cited
  • 1987Institutional Theories of Organization2,575 cited
  • 1985Organizational Environments: Ritual and Rationality.1,687 cited
  • 1996Detecting abnormal operating performance: The empirical power and specification of test statistics1,609 cited
  • 2002Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance1,565 cited
  • 1993Conducting case study research in operations management1,101 cited
  • 2002Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates1,097 cited
  • 1997Does Implementing an Effective TQM Program Actually Improve Operating Performance? Empirical Evidence from Firms That Have Won Quality Awards842 cited
  • 2011The impact of environmental management systems on financial performance in fashion and textiles industries244 cited
  • 2007Toward a theory of the linkages between safety and quality192 cited
  • 1972Economies of Scale in Theory and Practice169 cited
  • 2002The integration of the standards systems of quality management, environmental management and occupational health and safety management

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158 cited
  • 2008ISO 9000 and supply chain efficiency: Empirical evidence on inventory and account receivable days130 cited
  • 2008Tailoring corporate responsibility to suppliers: Managing SA8000 in Indian garment manufacturing117 cited
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