Extending Institutional Isomorphism: Adaptive and Dynamic Dimensions in Green Policy Strategies in Knowledge Management Fields

Abstract

Although DiMaggio and Powell’s (1983) theory of organisational isomorphism suggests that organisations develop structural similarities under external pressures (coercion, mimetic and normative pressures), it is clear that this model cannot capture the dynamics shaped by digitalisation and ecological crises. To fill this theoretical gap, this study offers a new perspective by exploring the concepts of “adaptive isomorphism” and “dynamic isomorphism” in the context of green politics and knowledge management. Adaptive isomorphism stands for the ability of organisations to react flexibly to environmental regulations, market fluctuations and technological breakthroughs in the short to medium term. In this process, knowledge management systems form the backbone of organisational adaptation through concrete steps such as energy transition, resource optimisation and circular economy practises. Dynamic isomorphism represents a more radical transformation: It requires the reconfiguration of strategic vision and core business models in line with environmental sustainability goals. This approach is embodied by the continuous learning and evolution of organisations. The study extends DiMaggio and Powell’s model by highlighting the integration of green strategies with knowledge management and the central role of both types of isomorphism in the processes by which organisations adapt to changing conditions, develop innovative strategies and achieve competitive advantage. Beyond the theoretical contributions, it offers a roadmap for organisations by providing concrete practical recommendations for sustainable transformation.