Adoption and Abandonment of Matrix Management Programs: Effects of Organizational Characteristics and Interorganizational Networks.

Diffusion of Corporate Responsibility Practices to Companies: The Experience of the Forest Sector

“…Some stakeholder groups, such as clients and suppliers, apply different types of pressure on a company's decision to adopt CR, and as the results showed, supply chain management issues may be strong drivers for the adoption of CR practices. Normative pressures exerted by dominant organizations in these networks, such as important clients, are powerful drivers for adoption of new practices (Becker, 1970;Burns and Wholey, 1993;Burt, 1999;Rowan, 1982). This indicates that the experiences of other companies affect the diffusion process.…”

“…They are equivalent to change agents in that they promote and facilitate the flow of the innovation to companies (Rogers, 2003). Data revealed that these organizations may serve as drivers for the adoption of CR and that participation of companies in expert organizations' activities expands their interorganizational networks, which can facilitate the diffusion of new ideas into the company and provide support for the adoption and implementation of these ideas (Burns and Wholey, 1993;Burt, 1999;Scott, 1990). However, experts and expert organizations may also exert normative pressure on participating companies and require them to adopt CR practices (Burns and Wholey, 1993;Granovetter, 1985).…”

Resource enablement modeling: Implications for studying the diffusion of technology

“…First of all, such distinctions already find support by a large body of empirical and theoretical management literature (e.g. Watts, 2003;Morrison, 2002;Palmer et al, 1993;Burns and Wholey, 1993 Abrahamson and Fomfrun (1994) suggest that the adoption of technology resource be firms within the core stratum of social networks can ''trickledown'' into adoptions on the part of firms that are only peripherally linked to that stratum. Such dynamics are paralleled by the views and anecdotal observations of Rogers (1995) and others (e.g.…”

The social embeddedness of decision making: opportunities and challenges

“…If organizations occupy similar positions to other organizations in an inter-organizational network, these organizations are structurally equivalent. Accordingly, institutional theory argues that the environment of an organization has a significant impact on its structure and actions (Burns & Wholey 1993), but the underlying mechanisms of embeddedness are not quite clear. Similar to the individual level, research should aim at disentangling the causality chains of organizational embeddedness along with identifying the type and level of inter-organizational activity that drives organizational performance.…”