tailieunhanh - A Behavioral Perspective on Innovation and Change_7

Tham khảo tài liệu 'a behavioral perspective on innovation and change_7', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Conclusion 173 organizations through imitation and influence from professionals Edelman 1990 Sutton and Dobbin 1996 Sutton et al. 1994 . The benefits of these practices are uncertain even after adoption as some of the alleged effects are to protect the organization against future lawsuits from employees. As a result personnel management practices are adopted once and for all with little chance of being re-evaluated and dropped. By contrast equally uncertain behaviors like the adoption of securities for coverage by investment analysts also spread by imitation but these are re-evaluated based on their performance and quickly abandoned if the analyst is disappointed Rao Greve and Davis 2001 . Institutions have been argued to differ from the technical core of organizations Scott and Meyer 1983 which is similar to saying that they are different from activities with consequences that are easily measured. Low performance is not argued to be necessary for an organization to adopt a new institution. Since having certain institutions is a performance in and of itself Berger and Luckmann 1967 Goffman 1990 the spread of new institutions creates a kind of performance shortfall in organizations that do not have them yet Meyer and Rowan 1977 . Performance feedback theory and institutional theory thus discuss different causal sequences. In performance feedback theory the problem comes first and then managers search for a solution. In institutional theory the solution comes first and its proponents search for problems that it may solve DiMaggio 1988 . These do not have to be specific or current problems but can consist of claims that organizations without the focal institution will be deficient in some sense or will face problems in the future. New institutions are not solutions to problems but solutions searching for problems. Researchers taking the perspective of performance feedback theory are likely to believe that the reversed sequence of events will not eliminate the role of