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Organizational identities and institutions: Dynamics of the organizational core as a question of path dependence

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  • Kirchner, Stefan

Abstract

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.

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  • Kirchner, Stefan, 2010. "Organizational identities and institutions: Dynamics of the organizational core as a question of path dependence," MPIfG Working Paper 10/4, Max Planck Institute for the Study of Societies.
  • Handle: RePEc:zbw:mpifgw:104
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    1. 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.
    2. 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.
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    Cited by:

    1. Rothmann, Wasko & Koch, Jochen, 2014. "Creativity in strategic lock-ins: The newspaper industry and the digital revolution," Technological Forecasting and Social Change, Elsevier, vol. 83(C), pages 66-83.

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