Abstract
Ziyao San
Abstract
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Institutions
Provenance
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Ethical decision making: Where we’ve been and where we’re going
10.5465/19416520802211677 · doi-reference
Managing legitimacy: Strategic and institutional approaches
10.2307/258788 · doi-reference
Institutional conditions for diffusion
10.1007/bf00993595 · doi-reference
From diversity to sustainability: Environmental and social spillover effects of board gender quotas
10.1016/j.jebo.2024.04.026 · doi-reference
Over-investment of free cash flow
10.1007/s11142-006-9012-1 · doi-reference
Mainstreaming international governance: The environment, gender, and IO performance in the European Union
10.1007/s11558-010-9091-4 · doi-reference
Strategic responses to institutional processes
10.2307/258610 · doi-reference
Corporate moral agency: Review and implications
10.1023/a:1006020214228 · doi-reference
What do Interlocks do? An analysis, critique, and assessment of research on interlocking directorates
10.1146/annurev.soc.22.1.271 · doi-reference
Institutionalized organizations: Formal structure as myth and ceremony
10.1086/226550 · doi-reference
The board gender diversity imitation game: Uncovering the resistant boards that refuse to play
10.1111/corg.12568 · doi-reference
Regulating board gender diversity in Europe: The influence of cultural, governmental, and women’s institutions
10.1016/j.jbusres.2024.114782 · doi-reference
Institutionalization, framing, and diffusion: The logic of TQM adoption and implementation decisions among U.S. hospitals
10.5465/amj.2009.44633062 · doi-reference
Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies
10.1177/000312240607100404 · doi-reference
CEOS’ climate risk perception bias and corporate debt structure
10.1016/j.jimonfin.2024.103254 · doi-reference
Modes of interorganizational imitation: The effects of outcome salience and uncertainty
10.2307/2393735 · doi-reference
Cooperative or controlling? The Effects of CEO-board relations and the content of interlocks on the formation of joint ventures
10.2307/2666959 · doi-reference
Institutional complexity and organizational responses
10.5465/19416520.2011.590299 · doi-reference
Leading at the top: Understanding women’s challenges above the glass ceiling
10.1016/j.leaqua.2015.09.003 · doi-reference
Direct and spillover effects of board gender quotas: Revisiting the Norwegian experience
10.1111/beer.12581 · doi-reference
Legal ambiguity and symbolic structures: Organizational mediation of civil rights law
10.1086/229939 · doi-reference
Women at multiple levels of strategic leadership: Evidence of gender spillovers
10.1111/corg.12584 · doi-reference
Willing and able: A general model of organizational responses to normative pressures
10.5465/amr.2016.0107 · doi-reference
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields
10.2307/2095101 · doi-reference
Quantifying managerial ability: A new measure and validity tests
10.1287/mnsc.1110.1487 · doi-reference
Agents without principles? The spread of the poison pill through the intercorporate network
10.2307/2393275 · doi-reference
From smoke and mirrors to walking the talk: Decoupling in the contemporary world
10.5465/19416520.2012.684462 · doi-reference
The second glass ceiling: Women’s role in supervisory boards of German firms
10.1007/s41464-018-0063-1 · doi-reference
Gender spillovers from supervisory boards to management boards
10.1002/mde.3311 · doi-reference