Organizational identities and institutions: Dynamics of the organizational core as a question of path dependence
Organizational identity is a mechanism that mediates between external pressures and internal demands on continuity. The concept of organizational identity is considered to be central to solving the research problem addressed of combining the effects of an institutional environment with the continuity of organizational core structures. In the course of feedback processes between organizational identity and activities, a path dependent development of organizational identity can be triggered. In this situation, organizations are restrained in their ability to adapt core structures to changing environmental conditions.
|Date of creation:||2010|
|Date of revision:|
|Contact details of provider:|| Postal: Paulstr. 3, 50676 Köln|
Phone: + 49 (0) 221-2767-0
Web page: http://www.mpifg.de/
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Foray, Dominique, 1997. "The dynamic implications of increasing returns: Technological change and path dependent inefficiency," International Journal of Industrial Organization, Elsevier, vol. 15(6), pages 733-752, October.
- Andrea Bassanini & Giovanni Dosi, 1999. "When and How Chance and Human Will Can Twist the Arms of Clio," LEM Papers Series 1999/05, Laboratory of Economics and Management (LEM), Sant'Anna School of Advanced Studies, Pisa, Italy.
When requesting a correction, please mention this item's handle: RePEc:zbw:mpifgw:104. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (ZBW - German National Library of Economics)
If references are entirely missing, you can add them using this form.