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Forging The Iron Cage: Interorganizational Networks And The Production Of Macro‐Culture

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  • Eric Abrahamson
  • Charles, J. Fombrun

Abstract

This article examines how organizations participate in shaping the cultural environments of the nations that they inhabit. Cultural environments, we argue, emerge in a primarily unintended fashion as a consequence of routine, network interactions among organizations in four overlapping yet analytically distinct sectors: government, the mass media, educational institutions, and the business community. Differences in the structure of these national networks condition dynamic patterns of change in nations’cultural environments. In highly centric national networks, government will tend to dominate the production of cultural environments. In less centric networks, other institutional sectors play more commanding roles.

Suggested Citation

  • Eric Abrahamson & Charles, J. Fombrun, 1992. "Forging The Iron Cage: Interorganizational Networks And The Production Of Macro‐Culture," Journal of Management Studies, Wiley Blackwell, vol. 29(2), pages 175-194, March.
    • Handle: RePEc:bla:jomstd:v:29:y:1992:i:2:p:175-194
    DOI: 10.1111/j.1467-6486.1992.tb00659.x
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    Cited by:

    1. Matthieu Mandard, 2012. "The influence of interorganizational networks on interfirm partnerships [L'influence des réseaux inter-organisationnels sur les partenariats d'entreprises]," Post-Print halshs-00716322, HAL.
    2. Struckell, Elisabeth & Ojha, Divesh & Patel, Pankaj C. & Dhir, Amandeep, 2022. "Strategic choice in times of stagnant growth and uncertainty: An institutional theory and organizational change perspective," Technological Forecasting and Social Change, Elsevier, vol. 182(C).
    3. Philippe Baumard, 2009. "An Asymmetric Perspective on Coopetitive Strategies," Post-Print hal-03229117, HAL.

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