Organizational Responses to Educational Telecommunications Policy in Three States: Oregon, Colorado, and Utah

AbstractIn recent years, trade-control laws and regulations such as embargoes and sanctions have gained importance. However, there is limited empirical research on the ways in which small- and medium-sized enterprises (SMEs) respond to such coercive economic measures. Building on the literature on organizational responses to external demands and behavioral ethics, this study addresses this issue to better understand how external pressures and managerial decision-making are associated with the scope of trade-control compliance programs. Based on a sample of 289 SMEs, the findings show that the organizational responses of SMEs reflect proportionate adjustments to regulatory pressures but only if decision-makers are well informed and aware of the prevailing rules and regulations. Conversely, uninformed decision-making leads to a disproportionate response resulting in an inadequately reduced scope of the compliance program. In addition, the results indicate that SMEs that are highly integrated into supply chains are susceptible to passing-the-buck behavior.

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India's telecommunications policy: A paradigm shift

Telecommunications Policy ◽

10.1016/0308-5961(95)00044-5 ◽

1996 ◽

Vol 20 (1) ◽

pp. 11-22 ◽

Cited By ~ 14

Author(s):

MB Athreya

Keyword(s):

Paradigm Shift ◽

Telecommunications Policy

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Different Reasons for Different Responses: A Review of Incumbents’ Adaptation in Carbon-Intensive Industries

Organization & Environment ◽

10.1177/1086026619893990 ◽

2020 ◽

pp. 108602661989399 ◽

Cited By ~ 2

Author(s):

Franziska Sump ◽

Sangyoon Yi

Keyword(s):

Carbon Emissions ◽

Organizational Adaptation ◽

Three Dimensions ◽

External Shocks ◽

Review Of The Literature ◽

Organizational Responses ◽

Environmental Pressure ◽

One Dimensional ◽

And Performance ◽

Performance Heterogeneity

Organizations often respond in different ways to common external shocks. To advance theories on organizational adaptation and performance heterogeneity, it is essential to understand different reasons for different organizational responses. We examine how incumbents in carbon-intensive industries adapt to heightened environmental pressure to reduce carbon emissions. Based on a review of the literature, we propose three dimensions along which diverse organizational responses can be efficiently mapped out: goal, timing, and scope. Building on our proposed dimensions, we develop a typology of five different organizational responses. With this, we show that organizational responses are more diverse than a one-dimensional scale could show but that the heterogeneity is somehow limited as the positions on the dimensions are not independent but correlated. To understand this observed limited heterogeneity, we proceed by identifying reasons behind different organizational responses. Furthermore, we discuss the theoretical implications of our findings for research on organizational adaptation and sustainability.

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