Shared history or shared culture? The effects of time, culture, and performance on institutionalization in simulation organizations
Author: Angelmar, Reinhard ; Kilduff, MartinINSEAD Area: Marketing Series: Working Paper ; 89/05/MKT Publisher: Fontainebleau : INSEAD, 1989.Language: EnglishDescription: 27 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: This paper investigates the importance of two explanations for the emergence of institutionalization in competitive organizations that, institutional elements could either derive from a shared organizational history, or could be imported ready-made from outside cultures. The study's results point to the latter, placing particular emphasis on the cultural experience of the managers. There was little evidence of increasing institutionalization over time except with respect to role specialisation. Latin organizations reported significantly less institutionalization than German organizations, but across all organizations performance feedback had no effect| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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This paper investigates the importance of two explanations for the emergence of institutionalization in competitive organizations that, institutional elements could either derive from a shared organizational history, or could be imported ready-made from outside cultures. The study's results point to the latter, placing particular emphasis on the cultural experience of the managers. There was little evidence of increasing institutionalization over time except with respect to role specialisation. Latin organizations reported significantly less institutionalization than German organizations, but across all organizations performance feedback had no effect
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