Management Papers

Document Type

Journal Article

Date of this Version

4-2005

Publication Source

Academy of Management Review

Volume

30

Issue

2

Start Page

361

Last Page

382

DOI

10.5465/AMR.2005.16387892

Abstract

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.

Copyright/Permission Statement

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

Keywords

socialization, cognition, social institutions, host countries, policy sciences, pressure groups, organizational change, foreign investments, strategic planning, employment in foreign countries, decision making, social change

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Date Posted: 25 October 2018

This document has been peer reviewed.