Escape from the Iron Cage? Organizational Change and Isomorphic Pressures in the Public Sector

By R. Ashworth, George A. Boyne, Rick Delbridge. 2007

467 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0673a98d16f0c6992f057d367592756adde7c029

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. S. Jonsson
2. Jiyao Chen
3. Fariborz Damanpour
4. R. M. Walker
5. Adelien Decramer
6. D. Aravind
7. Eva Boxenbaum

In Public Administration

1. C. Avellaneda
2. Fariborz Damanpour
3. B. George
4. Stijn Goeminne
5. Jiyao Chen
6. R. M. Walker
7. Brian Perrin
8. Mieke Audenaert

In Strategy and Management

1. R. M. Walker
2. D. Aravind
3. Jiyao Chen
4. Fariborz Damanpour
5. C. Avellaneda
6. S. Jonsson
7. Adelien Decramer
8. Eva Boxenbaum

Citations in the corpus

• Performance measurement in Indonesia: The case of local government (2012, background): “Reasons for the shift in characteristics, therefore, were not only due to rational or technical reasons, but often political or legitimising ones (Ashworth et al., 2009; Scott, 1987).”
• Combinative effects of innovation types and organizational Performance: A longitudinal study of service organizations (2009, background): “…perspective, public service organizations adopt new practices in their strategy, structure and services that are associated with the New Public Management (NPM) movement in order to comply with the functional and political pressures from the external environment (Ashworth et al., 2009).”
• Management innovation and firm performance: An integration of research findings (2015, background): “2 Institutional perspective Institutional theory emphasizes the role of social factors and pressures from regulators, competitors, customers, shareholders, trade and professional associations, parent organizations, and non-governmental organizations on organizational actions, and argues that these e”
• Isomorphism, diffusion and decoupling: Concept evolution and theoretical challenges. (2008, background): “Only few studies have sought to empirically validate this core theoretical statement (e.g., Tuttle & Dillard, 2007; Ashworth et al., 2009; Heugens and Landers 2009), a point to which we will return later.”
• Institutional isomorphism, negativity bias and performance information use by politicians: A survey experiment (2020, background): “Nonetheless, we follow other scholars by concluding that institutional forces cannot simply be neglected in research on performance measurement and management in the public sector (e.g., Ashworth et al. 2009).”