Microprocesses of Institutional Change in the Context of Privatization

By G. Johnson, Stuart Smith, Brian S. Codling. 2000

187 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ec03d6d72611a59bfcdf74fb12493a05ece17dfd

How researchers see this paper

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

In Accounting

1. Jeffrey Q. Barden
2. A. Ng
3. Prithviraj Chattopadhyay
4. Sim B. Sitkin
5. Elizabeth George
6. A. Pallis

In Organizational Behavior and Human Resource Management

1. Jeffrey Q. Barden
2. Prithviraj Chattopadhyay
3. Sim B. Sitkin
4. Elizabeth George
5. Eunice Y. Rhee
6. Peer C. Fiss
7. Scott F. Latham
8. Michael R. Braun

Citations in the corpus

• Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach (2010, unknown): “Even after privatization, organizations often ‘stick’ to their institutional templates ( Johnson, 2000).”
• Port Governance Reforms in Diversified Institutional Frameworks: Generic Solutions, Implementation Asymmetries (2010, background): “This account is valid for organisational change and competitiveness (eg D'Aunno et al, 2000; Johnson et al, 2000; Powell and Di Maggio, 1991; Sminia and Van Nistelrooij, 2006), including public service organisations.”
• Cognitive Underpinnings of Institutional Persistence and Change: A Framing Perspective (2006, background): “In a small but growing body of research, scholars have been arguing that individuals have roles as agents and entrepreneurs in the perpetuation of institutions (Zilber, 2002; Zucker, 1977) or in their creation and change (DiMaggio, 1988; Elsbach & Sutton, 1992; Holm, 1995; Johnson, Smith, & Codling”