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

Anna Blombäck, Olof Brunninge and Anders Melander

Chapter 9 in Self-Reinforcing Processes in and among Organizations, 2013, pp 162-182 from Palgrave Macmillan

Abstract: 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.

Keywords: Family Business; Active Reinforcement; Statement Initiative; Sustained Change; Lime Group (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-39283-0_9

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DOI: 10.1057/9780230392830_9

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