Strategic Responses to Institutional Processes

Abstract

Academy of Management Review January environment, although this perspective has also addressed the social environment of organizations (Pfeffer & Salancik, 1978: 147-152) and the effect of state pressures on organizations (Pfeffer, 1972a; Salancik, 1979). Differences in emphasis on the institutional versus task environment suggest different loci of external power (those who shape and enforce institutional rules and beliefs versus those who control scarce resources) and different linkage processes between the organization and environment (exchange and resource flows versus incorporation and isomorphism) (Scott, 1987b: 194). These differences, in tum, lead to alternative conclusions about appropriate responses to the environment. Institutional theorists have emphasized the survival value of conformity with the institutional environment and the advisability of adhering to external rules and norms (DiMaggio & Powell, 1983; Meyer & Rowan, 1977). Resource dependence theorists stress the organizational necessity of adapting to environmental uncertainty, coping with problematic interdependencies, and actively managing or controlling resource flows (Pfeffer & Salancik, 1978). These differences in the appropriate mode of responsiveness to the environment reflect divergent assumptions about the degree of choice, awareness, and self-interest that organizations possess for handling external constraints. Resource dependence theory focuses on a wide range of active choice behaviors that organizations can exercise to manipulate external dependencies or exert influence over the allocation or source of critical resources (

Abordagem Conceitual às Estratégias de Internacionalização sob Pressões Institucionais Duais para Legitimidade e Conformidade

“…Em países institucionalmente desenvolvidos, ou seja, aqueles onde as instituições são fortes e eficientes, a contratação no mercado (por oposição à internalização) não traz riscos e/ou custos adicionais. As instituições incluem o sistema legal, os direitos de propriedade física e intangível, os sistemas de regulação, agências de diferentes propósitos, tribunais, profissões, grupos de interesse e opinião pública (Oliver, 1991;Scott, 2003).…”

“…Isso significa respeitar e adotar as regras formais e informais, normas, comportamentos e cerimônias que são considerados apropriados (DiMaggio & Powell, 1983;Gomes & Gomes, 2007;J. Meyer & Rowan, 1977;Kostova & Zaheer, 1999;Oliver, 1991). Ou seja, para sobreviver e prosperar, as empresas necessitam ganhar legitimidade, que conseguem por meio de comportamento isomórfico (D. Li et al, 2012;DiMaggio & Powell, 1983;Haunschild & Miner, 1997;J.…”

“…Este estudo contribui para a literatura sobre modos de entrada no estrangeiro, em especial quando envolve a entrada em mercados diferentes ou desconhecidos, examinando que as empresas podem fazer escolhas estratégicas que são respostas às condições ambientais externas (ver Haunschild & Miner, 1997;Henisz, 2000;Oliver, 1991). Outra contribuição é para a promoção de uma perspectiva que integre a atenção ao contexto social, no qual a seleção dos modos de entrada está imersa (embedded), em condições de incerteza (DiMaggio & Powell, 1983;Granovetter, 1985), e estabelece uma base conceitual para futuros estudos empíricos.…”

Drivers of environmental management in the Brazilian context

“…In addition to external drivers, internal drivers include corporate values, employee pressure and management goals (Bansal & Roth, 2000;Buysse & Verbeke, 2003;Sharma & Henriques, 2005). While both internal and external drivers are relevant, the focus of this study is on the influence of external drivers, considering their impacts on firm legitimacy and competitiveness (López-Gamero et al, 2010;Oliver, 1991;Rugman & Verbeke, 1998).…”

“…The compliance with regulation represents the basic phase of engagement in environmental management (Oliver, 1991). The environmental regulation provides equal conditions for all players and balances competitive forces upon which firms can gauge higher standards of operational change (Porter & Linde, 1995).…”