https://oldena.lpnu.ua/handle/ntb/40396| Title: | The role of the institutions in organizational knowledge replication – lesson from MNC investing in emerging business environment |
| Authors: | Dziubińska, Agnieszka |
| Affiliation: | University of Economics in Katowice, POLAND, Katowice |
| Bibliographic description (Ukraine): | Dziubińska A. The role of the institutions in organizational knowledge replication – lesson from MNC investing in emerging business environment / Agnieszka Dziubińska // Litteris et Artibus : proceedings, 23–25 November, 2017. — Lviv : Lviv Polytechnic Publishing House, 2017. — P. 300–305. — (6th International academic conference «Economics & management 2017» (EM-2017)). |
| Bibliographic description (International): | Dziubińska A. The role of the institutions in organizational knowledge replication – lesson from MNC investing in emerging business environment / Agnieszka Dziubińska // Litteris et Artibus : proceedings, 23–25 November, 2017. — Lviv : Lviv Polytechnic Publishing House, 2017. — P. 300–305. — (6th International academic conference «Economics & management 2017» (EM-2017)). |
| Is part of: | Litteris et Artibus : матеріали, 2017 Litteris et Artibus : proceedings, 2017 |
| Conference/Event: | 7th International youth science forum «Litteris et Artibus» |
| Journal/Collection: | Litteris et Artibus : матеріали |
| Issue Date: | 23-Dec-2017 |
| Publisher: | Видавництво Львівської політехніки Lviv Polytechnic Publishing House |
| Place of the edition/event: | Львів Lviv |
| Temporal Coverage: | 23–25 листопада 2017 року 23–25 November, 2017 |
| Keywords: | organizational learning emerging markets |
| Number of pages: | 6 |
| Page range: | 300-305 |
| Start page: | 300 |
| End page: | 305 |
| Abstract: | The development of business activities in complex conditions of contemporary environment is a challenge for many companies using traditional strategies. It is partly due to the so called institutional voids. As a result, business models adjusted to mature market philosophy may require reconfiguration. An essential condition is identification of environment morphology which may turn out to be difficult for enterprises from outside a particular market. The purpose of this article is to determine the role of institutions in the replication of the organizational knowledge. Investing in emerging markets creates a perfect opportunity for deeper comprehension of interactions between organizations and the environment. In order to achieve the goal, the objective the results of our own research based on the case studies, were used. In the conclusions guidelines for dealing with businesses under uncertainty of the environment were formulated. |
| URI: | https://ena.lpnu.ua/handle/ntb/40396 |
| ISBN: | 978-966-941-108-2 |
| Copyright owner: | © Національний університет “Львівська політехніка”, 2017 |
| References (Ukraine): | [1] R. L. Ackoff, F. E. Emery, “On Purposeful Systems”. Aldine-Atherton, Chicago, 1972. [2] P. Berger, T. Luckmann, “The Social Construction of Reality: A Treatise on the Sociology of Knowledge”. London: Allen Lane, 1967. [3] M. Boisot, J. Child J. “Organizations as Adaptive Systems in Complex Environments: The Case of China”, Organization Science, 10 (3), p. 237-252,1999. [4] F. Capra, “The Web of Life: A New Scientific Understanding of Living Systems”. New York: Doubleday, 1996. [5] F. Capra, “The Hidden Connections”. Anchor Books, New York, 2002. [6] P. J. DiMaggio, W. W. Powell, “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields”, American Sociological Review, 48 (2), p. 147-160, 1983. [7] P. J. DiMaggio, “Interest and Agency in Institutional Theory”. In: L. G. Zucker (ed.). “Institutional Patterns and Organizations: Culture and Environment”. Cambridge: Ballinger, pp. 3-21., 1988 [8] S. F. Goldfinch, P. Hart, “Leadership and Institutional Reform: Engineering Macroeconomic Policy Change in Australia”, Governance, 16(2), p.235-270, 2003 [9] T. J. Hargrave, A. H. Van De Ven, “A Collective Action Model of Institutional Innovation”, Academy ofManagement Review, 31(4), p. 864-888, 2006. [10] S. Hymer, “The International Operations of National Firms: A Study of Direct Foreign Investment”. Cambridge: MIT Press, 1976. [11] F. Karakas, “New Paradigms in Organization Development: Positivity, Spirituality and Complexity”, Organization Development Journal,27(1), p. 11-26, 2009. [12] S. A. Kauffman, “At Home in the Universe”. New York, Oxford University Press, 1995. [13] S. A. Kaufmann, Origins of Order: Selforganization and Selection in Evolution, Oxford: Oxford University Press, 1993. [14] T. Khanna, K. G. Palepu, “Winning in Emerging Markets: A Road Map for Strategy and Execution”. Boston: Harvard Business Press, 2010. [15] J. W. Kingdon, “Agendas, Alternatives and Public Policies”. 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Oliver, ”Strategic Responses to Institutional Processes”, Academy of Management Review, 16 (1), p. 145-179, 1991. [23] M. W. Pen, “Institutional transitions and strategic choices”, Academy of Management Review, 28(2) p. 275–296, 2003. [24] M. W. Peng, P. Heath P., “The Growth of the Firm in Planned Economies in Transition: Institutions, Organizations, and Strategic Choice”, Academy of Management Review, 21(2), p. 492–528, 1996. [25] W. Powell, “Neither Market Nor Hierarchy: Network Forms of Organization”, Research in Organizational Behavior, 12, p. 295-336, 1990. [26] R. Raffaelli, M. A. Glynn, “Institutional Innovation: Novel, Useful, and Legitimate”. In: Ch.E. Shalley, M.A. Hitt, J. Zhou (eds.) The Oxford Handbook of Creativity, Innovation, and Entrepreneurship. Oxford: Oxford University Press, 2015. [27] J. Rokita, „Myślenie systemowe w zarządzaniu organizacjami”. Wydawnictwo Akademii Ekonomicznej w Katowicach, Katowice, 2011. [28] J. Rokita, A. Dziubińska, „Systemy złożone w zarządzaniu”. Katowice: Wyd. UE Katowice, 2016. [29] W. R. Scott, “Institutions and Organizations”. Thousands Oak: Sage, 2001 [30] W. R. Scott W.R., Reflections on a Half-Century of Organizational Sociology,” Annual Review of Sociology, 30, p. 1-21, 2004. [31] R. D. Stacey, Strategic Management and Organizational Dynamic. Pitman, London, 1993. [32] R. D. Stacey, “Strategic Management and Organisational Dynamics. The Challenge of Complexity to Ways of Thinking about Organisations”. Harlow: Pearson, 2011. [33] H. Tsoukas, M. J. Hatch, Complex Thinking, Complex Practice: The Case for a Narrative Approach to Organizational Complexity. Human Relations, 54 (8), p. 979-1013, 2001. [34] M. Uhl-Bien, M. Ross, B. McKelvey B., “Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era”. The Leadership Quarterly 18(4), 298-318, 2007. [35] M. Uhl-Bien, M. Ross, « Complexity Leadership in Bureaucratic Forms of Organizing: A Meso Model”. The Leadership Quarterly 20(4): 631-650, 2009. [36] O. E. Williamson, Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press, 1975. [37] O. E. Williamson, “Comparative Economic Organization: The Analysis of Discrete Structural Alternatives”. Administrative Science Quarterly, 36, p. 269-296, 1991. [38] O. E. Williamson, „Ekonomiczne instytucje kapitalizmu”. Warszawa: Wydawnictwo Naukowe PWN, 1998. [39] R. K. Yin, “Case Study Research. Design and Methods”. Sage, Thousand Oaks, 2009 [40] M. Zimmerman, G. Zeitz, „Beyond Survival: Achieving New Venture Growth by Building Legitimacy”, Academy of Management Review, 27(3), p. 414-431, 2002. |
| References (International): | [1] R. L. Ackoff, F. E. Emery, "On Purposeful Systems". Aldine-Atherton, Chicago, 1972. [2] P. Berger, T. Luckmann, "The Social Construction of Reality: A Treatise on the Sociology of Knowledge". London: Allen Lane, 1967. [3] M. Boisot, J. Child J. "Organizations as Adaptive Systems in Complex Environments: The Case of China", Organization Science, 10 (3), p. 237-252,1999. [4] F. Capra, "The Web of Life: A New Scientific Understanding of Living Systems". New York: Doubleday, 1996. [5] F. Capra, "The Hidden Connections". Anchor Books, New York, 2002. [6] P. J. DiMaggio, W. W. Powell, "The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields", American Sociological Review, 48 (2), p. 147-160, 1983. [7] P. J. DiMaggio, "Interest and Agency in Institutional Theory". In: L. G. Zucker (ed.). "Institutional Patterns and Organizations: Culture and Environment". Cambridge: Ballinger, pp. 3-21., 1988 [8] S. F. Goldfinch, P. Hart, "Leadership and Institutional Reform: Engineering Macroeconomic Policy Change in Australia", Governance, 16(2), p.235-270, 2003 [9] T. J. Hargrave, A. H. Van De Ven, "A Collective Action Model of Institutional Innovation", Academy ofManagement Review, 31(4), p. 864-888, 2006. [10] S. Hymer, "The International Operations of National Firms: A Study of Direct Foreign Investment". Cambridge: MIT Press, 1976. [11] F. Karakas, "New Paradigms in Organization Development: Positivity, Spirituality and Complexity", Organization Development Journal,27(1), p. 11-26, 2009. [12] S. A. Kauffman, "At Home in the Universe". New York, Oxford University Press, 1995. [13] S. A. Kaufmann, Origins of Order: Selforganization and Selection in Evolution, Oxford: Oxford University Press, 1993. [14] T. Khanna, K. G. Palepu, "Winning in Emerging Markets: A Road Map for Strategy and Execution". Boston: Harvard Business Press, 2010. [15] J. W. Kingdon, "Agendas, Alternatives and Public Policies". New York: Harper Collins, 1984. [16] T. Kostova, S. Zaheer, "Organizational Legitimacy Under Conditions of Complexity: the Case of the Multinational Enterprise", Academy of Management Review, 24(1), p. 64-81, 1999. [17] D. Leonard-Barton, "Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development", Strategic Management Journal, 13,p. 111-125, 1992. [18] J. W. Meyer, B. Rowan, "Institutionalized Organizations: Formal Structure As Myth and Ceremony", American Journal of Sociology, 1977, 83, p. 340-363, 1977. [19] J. W. Meyer, W. R. Scott (eds.), "Organizational Environments: Ritual and Rationality". Beverly Hills: Sage Publications, 1983. [20] D. C. North, "Institutions, institutional change and economic performance". Cambridge: Harvard University Press, 1990. [21] D. C. North, "Understanding the Process of Economic Change". Princeton: Princeton University Press, 2005. [22] C. Oliver, "Strategic Responses to Institutional Processes", Academy of Management Review, 16 (1), p. 145-179, 1991. [23] M. W. Pen, "Institutional transitions and strategic choices", Academy of Management Review, 28(2) p. 275–296, 2003. [24] M. W. Peng, P. Heath P., "The Growth of the Firm in Planned Economies in Transition: Institutions, Organizations, and Strategic Choice", Academy of Management Review, 21(2), p. 492–528, 1996. [25] W. Powell, "Neither Market Nor Hierarchy: Network Forms of Organization", Research in Organizational Behavior, 12, p. 295-336, 1990. [26] R. Raffaelli, M. A. Glynn, "Institutional Innovation: Novel, Useful, and Legitimate". In: Ch.E. Shalley, M.A. Hitt, J. Zhou (eds.) The Oxford Handbook of Creativity, Innovation, and Entrepreneurship. Oxford: Oxford University Press, 2015. [27] J. Rokita, "Myślenie systemowe w zarządzaniu organizacjami". Wydawnictwo Akademii Ekonomicznej w Katowicach, Katowice, 2011. [28] J. Rokita, A. Dziubińska, "Systemy złożone w zarządzaniu". Katowice: Wyd. UE Katowice, 2016. [29] W. R. Scott, "Institutions and Organizations". Thousands Oak: Sage, 2001 [30] W. R. Scott W.R., Reflections on a Half-Century of Organizational Sociology," Annual Review of Sociology, 30, p. 1-21, 2004. [31] R. D. Stacey, Strategic Management and Organizational Dynamic. Pitman, London, 1993. [32] R. D. Stacey, "Strategic Management and Organisational Dynamics. The Challenge of Complexity to Ways of Thinking about Organisations". Harlow: Pearson, 2011. [33] H. Tsoukas, M. J. Hatch, Complex Thinking, Complex Practice: The Case for a Narrative Approach to Organizational Complexity. Human Relations, 54 (8), p. 979-1013, 2001. [34] M. Uhl-Bien, M. Ross, B. McKelvey B., "Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era". The Leadership Quarterly 18(4), 298-318, 2007. [35] M. Uhl-Bien, M. Ross, " Complexity Leadership in Bureaucratic Forms of Organizing: A Meso Model". The Leadership Quarterly 20(4): 631-650, 2009. [36] O. E. Williamson, Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press, 1975. [37] O. E. Williamson, "Comparative Economic Organization: The Analysis of Discrete Structural Alternatives". Administrative Science Quarterly, 36, p. 269-296, 1991. [38] O. E. Williamson, "Ekonomiczne instytucje kapitalizmu". Warszawa: Wydawnictwo Naukowe PWN, 1998. [39] R. K. Yin, "Case Study Research. Design and Methods". Sage, Thousand Oaks, 2009 [40] M. Zimmerman, G. Zeitz, "Beyond Survival: Achieving New Venture Growth by Building Legitimacy", Academy of Management Review, 27(3), p. 414-431, 2002. |
| Content type: | Conference Abstract |
| Appears in Collections: | Litteris et Artibus. – 2017 р. |
| File | Description | Size | Format | |
|---|---|---|---|---|
| 2017_Dziubinska_A-The_role_of_the_institutions_300-305.pdf | 191.2 kB | Adobe PDF | View/Open | |
| 2017_Dziubinska_A-The_role_of_the_institutions_300-305__COVER.png | 664.05 kB | image/png | View/Open |
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