Isomorphism

Types of Isomorphism

Paul J. DiMaggio and Walter W. Powell introduced the concept of institutional isomorphism within the broader realm of new institution theory. Institutional isomorphism is said to occur through three isomorphic processes: (1) coercive, (2) mimetic, and (3) normative. Coercive isomorphism is a reaction to a dependent relationship with another organization. This dependency can be either an overt relationship or can result from more subtle pressures. An example of an overt relationship would be one between organizations and government regulatory bodies in which the organization has to conform to government regulations (e.g., no-smoking regulations). A more subtle form of coercion may occur when an organization feels compelled to adopt industry practices that, although not required, are important for competitiveness (e.g., the adoption of IS09000 standards) and/or legitimacy (e.g., a business school's adoption of external accreditation).

A case study approach for examining coercive isomorphism would highlight the relationship between a dominant and a dependent organization, perhaps exploring the subtleties within the relationship that cause coercive isomorphism.

Mimetic isomorphism tends to appear when there is a high level of uncertainty within the environment. Organizations will then model themselves after an organization within their field that they deem successful in order to reduce the uncertainty. For example, de Holan and Phillips's study of a Cuban manufacturing firm, MagoTaplan, which was undergoing change after the fall of the Soviet Union in 1989, highlights how the uncertainty within the economic system in Cuba necessitated a change in the structure and processes of MagoTaplan. The director of the organization was able to utilize new departmental structures and pay arrangements that were modeled after structures and systems that could be found in a capitalist system even though constrained within the centralized economy of Cuba. This case study approach focused on the unique experience of one organization's change process to demonstrate the potential use of isomorphism for dealing with uncertainty. A comparative case study approach would be effective in demonstrating the qualities of both the successful organization and the one that is facing uncertainty, as well as the mimetic change process involved. An individual case study could also be used to follow the decision-making process of the organization undergoing change [Page 502]with a view to unearthing the process of deciding which organization to model.

The final isomorphic process, normative isomorphism, is a result of similar training methods and socialization habits through processes of professionalism and professionalization. This form of isomorphism is fostered by both the formal education system, which produces professionals of similar backgrounds, and professional networks such as professional and trade associations that maintain and perpetuate their normative rules. The effect of normative isomorphism, as described by DiMaggio and Powell, is seen in the homogeneity of Fortune 500 board members. A case study by M. Tina Dacin also demonstrated normative isomorphism in an examination of the choice of language in newspapers in Finland during a phase of nationalism and increasing independence. In this instance, the market force of nationalism combined with the normative pressures of the newspaper companies to increase the number of Finnish language newspapers, even in areas of Finland where Swedish was the dominant spoken language. Research in this area could effectively use the case study method by examining an organizational field as a unit of study, because isomorphic pressures tend to occur at the field level.

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