Date of this Version
Academy of Management Review
We offer a simple model of policy making, emphasizing socialization and limits on human cognition to explicate mechanisms of change in emergent (as opposed to established) institutions. Emergent institutions are more susceptible to change, and their opponents may use frames or existing reference points to illustrate inconsistency with prevailing notions of legitimacy. Broader institutional structures and specific organizational characteristics moderate pressure for change. This perspective has novel implications for strategy and policy design.
Originally published in the Academy of Management Review © 2005 Academy of Management
This is a pre-publication version. The final version is available at http://dx.doi.org/10.5465/AMR.2005.16387892
socialization, cognition, social institutions, host countries, policy sciences, pressure groups, organizational change, foreign investments, strategic planning, employment in foreign countries, decision making, social change
Henisz, W. J., & Zelner, B. A. (2005). Legitimacy, Interest Group Pressures and Change in Emergent Institutions: The Case of Foreign Investors and Host Country Governments. Academy of Management Review, 30 (2), 361-382. http://dx.doi.org/10.5465/AMR.2005.16387892
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Date Posted: 25 October 2018
This document has been peer reviewed.