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Strategic Responses to Institutional Processes

Christine Oliver
The Academy of Management Review
Vol. 16, No. 1 (Jan., 1991), pp. 145-179
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/258610
Page Count: 35
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Strategic Responses to Institutional Processes
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Abstract

This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures.

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