Institutional exceptions on global projects: a process model

By R. Orr, W. Scott. 2008

348 citations recorded by the source corpus.

Subfields: Anthropology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c007620d2f16a1239c5bd5add129fd931b74d89a

How researchers see this paper

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

In Anthropology

In Strategy and Management

Citations in the corpus

Managing the Institutional Context for Projects (2011, background): “Orr and Scott (2008), for example, showed how costs rose on 23 large projects “after failing to comprehend cognitivecultural, normative, and/or regulative institutions in an unfamiliar societal context” (p. 562).”
Corporate Social Responsibility and Corporate Governance: Role of Context in International Settings (2013, background): “Orr and Scott (2008) discussed the impact of institutions on organizations by categorizing institutions as regulative, normative (including informal norms and values), and cultural-cognitive (including shared beliefs and identities) and argued that firms have been playing an active role when…”
Advancing Nonmarket Strategy Research: Institutional Perspectives in a Changing World (2012, background): “Industry/firms Porter and Kromer (2002) Porter and Kramer (2006) Baron (1997,2001)”
MNE institutional advantage: How subunits shape, transpose and evade host country institutions (2014, methodology): “Our case selection follows previous work on institutions and MNE behavior (Kostova & Roth, 2002; Orr & Scott, 2008; Xu & Shenkar, 2002), and recognizes the complex and multilevel nature of institutions.”
An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment (2010, positive): “For example, the research by Orr and Scott (2008) on global projects demonstrates that what they label institutional exceptions (instances of institutional ignorance or unawareness) may arise as much from the normative and regulatory elements, as they do from the culturalcognitive elements in the…”
The Interrelationships Among Informal Institutions, Formal Institutions, and Inward Foreign Direct Investment (2013, positive): “Foreign firm managers often value such transparency because it reduces uncertainty, enables them to identify and conform to government demands and priorities, and improves their ability to engage government officials (e.g., Orr & Scott, 2008).”
Beyond cultural distance: Switching to a friction lens in the study of cultural differences (2012, positive): “A study published by Orr and Scott (2008) showed how friction may actually occur.”