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Imprints, Self-Reinforcement and Active Reinforcement: The Case of Corporate Value Statements

In: Self-Reinforcing Processes in and among Organizations

Author

Listed:
  • Anna Blombäck
  • Olof Brunninge
  • Anders Melander

Abstract

The concept of organizational imprinting (Stinchcombe, 1965) refers to the long-term effects of founding conditions on an organization’s structure, strategy, and other features. While Stinchcombe’s original work mainly referred to overall social structures in the new firm’s environment, more recent research has highlighted the agency-driven nature of imprinting processes (Johnson, 2007) and particularly emphasized the role of firm founders on such processes (Boeker, 1989). Recent research on imprinting has also emphasized that the birth of a firm is not the only point in time when imprinting may occur (Van Driel and Dolfsma, 2010). From the very beginning, imprinting research has distinguished between the imprinting process as such and the retention of imprints through traditionalizing forces during later phases of the firm’s life cycle (Stinchcombe, 1965). In this chapter we focus on the retention and the possible reinforcement of imprints.

Suggested Citation

  • Anna Blombäck & Olof Brunninge & Anders Melander, 2013. "Imprints, Self-Reinforcement and Active Reinforcement: The Case of Corporate Value Statements," Palgrave Macmillan Books, in: Jörg Sydow & Georg Schreyögg (ed.), Self-Reinforcing Processes in and among Organizations, chapter 9, pages 162-182, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-39283-0_9
    DOI: 10.1057/9780230392830_9
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    Cited by:

    1. Saribulan Tambunan, 2019. "The Effectiveness of Accounting Information System towards Financial Statement Quality with the Organizational Commitment as the Moderating Variable," GATR Journals afr179, Global Academy of Training and Research (GATR) Enterprise.

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