INSTITUTIONAL CHANGE IN LARGE LAW FIRMS: A RESOURCE DEPENDENCY AND INSTITUTIONAL PERSPECTIVE

By Peter Sherer, Kyungmook Lee. 2002

543 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4693c7e6e029de2b471888412a7b9ab616c49b03

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Citations in the corpus

Using Corporate Social Responsibility as Insurance for Financial Performance (2006, background): “Galaskiewicz found that institutional forces—the other local firms and mangers’ personal networks—have a marked effect on firm initiatives.(30)”
Agency and Institutions: A Review on Institutional Entrepreneurship (2009, background): “Yet, dissenting opinions can be found; institutional entrepreneurs might be found, according to some research, not only be at the periphery but also at the center of fields (Sherer and Lee, 2002; Greenwood and Suddaby, 2006; Zilber, 2002).”
The Drivers of Corporate Climate Change Strategies and Public Policy (2017, background): “However, not all firms respond to changes in the external environment in the same way or at the same time (Oliver, 1991; Sherer & Lee, 2002).”
Impact of informal institutions on the prevalence, strategy, and performance of family firms: A meta-analysis (2020, methodology): “FCFs thus only enact more conservative patterns of decisionmaking in contexts where they have the leeway to pursue their unique interests, thereby deviating from the strategies used by non-FCFs (Sherer & Lee, 2002).”
Resource dependency and institutional theory perspectives on direct and indirect export choices (2010, background): “The two theories have greater predictive power when used together (Sherer and Lee 2002).”
Organizational Buyers' Adoption and Use of B2B Electronic Marketplaces: Efficiency- and Legitimacy-Oriented Perspectives (2007, background): “1993; Yiu and Makino 2002), to management strategies and practices (e.g., Haveman 1993; Mezias 1990; Sherer and Lee 2002; Westphal et al. 1997; Young et al. 2001).”
The Coevolution of Institutional Entrepreneurship: A Tale of Two Theories (2010, unknown): “…who commands and mobilizes resources to alter or create institutional structures (Battilana, Leca, & Boxenbaum, 2009; Beckert, 1999; DiMaggio, 1988; Greenwood & Suddaby, 2006; Kraatz & Moore, 2002; Leblebici, Salancik, Copay, & King, 1991; Maguire, Hardy, & Lawrence, 2004; Sherer & Lee, 2002).”
Managers’ Political Beliefs and Gender Inequality among Subordinates: Does His Ideology Matter More Than Hers? (2018, unknown): “…partnership, he or she is often asked to leave the firm, though firms sometimes offer associates the option to move ‘‘off partnership track’’ to a position that provides less power and compensation but does not have the same pressures to generate client business (e.g., Sherer and Lee, 2002).”
Cognitive Underpinnings of Institutional Persistence and Change: A Framing Perspective (2006, background): “…such organizational practices as adopting civil service reform (Tolbert & Zucker, 1983), making charitable contributions (Galaskiewicz & Wasserman, 1989), changing human resource practices (Sherer & Lee, 2002), or using investment bankers in making acquisition decisions (Haunschild & Miner, 1997).”
Converging Winds: Logic Hybridization in the Colorado Wind Energy Field (2016, unknown): “Much of the work on the replacement of one competing logic by another has focused on the motivations and social position of early and late adopters of new practices (Greenwood & Suddaby, 2006; Leblebici, Salanci, Copay, & King, 1991; Sherer & Lee, 2002).”
Cross-border mergers and acquisitions by emerging market firms: A comparative investigation (2015, background): “That is, the magnitude of resource dependency on host nations predicts the likelihood and formation of cross-border M&As by EMFs, which in turn strengthen focal organizational autonomy and legitimacy (Pant & Ramachandran, 2012; Sherer & Lee, 2002).”
Process Innovation: Open Innovation and the Moderating Role of the Motivation to Achieve Legitimacy (2018, background): “motivation is the desire to be seen as legitimate, however, the aim is not to develop a process that achieves an immediate cost saving, but to find a way of doing things which adheres to regulatory requirements on the one hand and meets standards of best practice on the other (Sherer and Lee, 2002),”