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Practice Implementation Within a Multidivisional Firm: The Role of Institutional Pressures and Value Consistency
16 references·5 citing·40 second hop
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 1979The measurement of organizational commitment8,817 cited
  • 2001Corporate Social Responsibility: A Theory of the Firm Perspective7,563 cited
  • 2003Misery Loves Companies: Rethinking Social Initiatives by Business5,126 cited
  • 2008“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility4,559 cited
  • 2000WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS.4,015 cited
  • 2013Corporate social responsibility and access to finance3,892 cited
  • 2011Institutional Complexity and Organizational Responses3,500 cited
  • 2007Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations3,447 cited
  • 1964A Behavioral Theory of the Firm3,009 cited
  • 1958Leadership in Administration: A Sociological Interpretation.2,923 cited
  • 2004Evolving sustainably: a longitudinal study of corporate sustainable development2,890 cited
  • 2002ADOPTION OF AN ORGANIZATIONAL PRACTICE BY SUBSIDIARIES OF MULTINATIONAL CORPORATIONS: INSTITUTIONAL AND RELATIONAL EFFECTS.2,682 cited

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  • 1996The Challenge of Innovation Implementation2,113 cited
  • 2013Corporate Social Responsibility Reporting in China: Symbol or Substance?1,786 cited
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    • 2023Towards a more comprehensive assessment of FDI’s societal impact33 cited
    • 2020Tensions in talent : A micro practice perspective on the implementation of high potential talent development programs in multinational corporations32 cited
    • 2021International diversification, legitimacy, and corporate social performance of extractive industry multinationals26 cited
    • 2024How Companies Restrain Means–Ends Decoupling: A Comparative Case Study of CSR Implementation25 cited
    • 2020Creating Mutual Gains to Leverage a Racially Diverse Workforce: The Effects of Firm-Level Racial Diversity on Financial and Workforce Outcomes Under the Use of Broad-Based Stock Options20 cited