Variations in Practice Adoption: The Roles of Conscious Reflection and Discourse

Gondo, Maria B.; Amis, John

doi:10.5465/amr.2010.0312

Cited by 103 publications

(43 citation statements)

References 66 publications

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“…Specifically, SHRM theory points to the value of identifying ways to develop integrated bundles of mandated and nonmandated practices that can contribute to the firm's strategic aims (Delery & Doty, ; Way & Johnson, ). Recent theorizing on HRM implementation suggests that strategic advantage can be gained from successful alignment of institutionally mandated practices because fitting the abstract concept of the practice to the firm's concrete situation is a nontrivial innovation that is difficult for competitors to copy (Gondo & Amis, ). As such, the SHRM perspective supports a sixth approach to institutional pressure of going beyond compliance to align institutionally mandated practices such that they enhance attainment of strategic goals.…”

Section: Discussionmentioning

confidence: 99%

“…Further, our findings echo the alignment arguments of SHRM. Researchers argue that distinctions should be made between practice adoption and implementation (Gondo & Amis, ). To implement adopted practices, managers need to tailor the practices to fit the local context.…”

Section: Discussionmentioning

confidence: 99%

“…This prior work on institutions and institutional change implies that organizations differ in how much they adhere to existing institutions or, alternatively, take strategic actions to manage their organizational responses to institutional pressures. Yet it remains unclear what occurs within organizations in terms of acceptance and implementation of legitimated practices (Gondo & Amis, ). Also, organizations tend to adopt a variety of practices as a response to institutional pressure.…”

Section: Context and Theoretical Backgroundmentioning

confidence: 99%

See 2 more Smart Citations

Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

Konrad¹,

Yang

Maurer³

2015

Hum Resour Manage

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This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm's diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM‐related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis‐testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on strategic human resource management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals. © 2015 Wiley Periodicals, Inc.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Context and Theoretical Backgroundmentioning

confidence: 99%

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Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

Konrad¹,

Yang

Maurer³

2015

Hum Resour Manage

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“…Once institutionalized, practices evolve to be the most natural way to act (Oliver, 1992). Although recent research has improved our understanding of practice diffusion and variation Fiss, Kennedy & Davis, 2012;Gondo & Amis, 2013), less has been said about "the process by which the legitimacy of an established or institutionalized organizational practice erodes or discontinues" (Oliver, 1992: 564).…”

Section: The Influence Of Public Opinion On Deinstitutionalizationmentioning

confidence: 99%

“…When public opinion starts to oppose an existing institutionalized practice, insiders feel torn between following the majority opinion in their field and going with the new hostile climate in the public. Although recent research has improved our understanding of practice diffusion and variation Fiss, Kennedy & Davis, 2012;Gondo & Amis, 2013), less has been said about "the process by which the legitimacy of an established or institutionalized organizational practice erodes or discontinues" (Oliver, 1992: 564). In the last section of this article, we specify the limitations of our analogy and the boundary conditions for the deployment of the spiral of silence in the field.…”

mentioning

confidence: 99%

Public Opinion As a Source of Deinstitutionalization: A “Spiral of Silence” Approach

Clemente

Roulet

2015

AMR

121

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This article develops a theoretical model to explain how public opinion can lead to the deinstitutionalization of a practice. Our model draws upon the 'spiral of silence' theory, that originated in the mass communication literature, and which suggests that social actors tend to support majority views. At the micro level, this behavior triggers a spiral of silence that leads to homogenous public opinion. We use analogical reasoning to posit the existence of a spiral of silence at the institutional field level.When public opinion becomes hostile to a particular practice, institutional fields tend to resist this external opposition. Insiders face the dilemma of whether to align with the majority view expressed by public opinion, or to comply with the one expressed at the field level. After discussing the mechanisms by which insider voices mediate and diffuse the hostility of public opinion at the field level, we discuss the boundary conditions applicable to our analogy. Our paper advances the understanding of nested and connected climates of opinion and bridges the gap between insider-and outsiderdriven deinstitutionalization.

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Entrepreneurship Education and Digitization

Kroll

2019

Advances in Intelligent Systems and Computing

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Variations in Practice Adoption: The Roles of Conscious Reflection and Discourse

Cited by 103 publications

References 66 publications

Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

Public Opinion As a Source of Deinstitutionalization: A “Spiral of Silence” Approach

Entrepreneurship Education and Digitization

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