Conclusions: evolution, devolution, or revolution?
Throughout this text we have discussed the three institutional forces proposed by DiMaggio and Powell ( 1983 ) as affecting the adoption of organizational practices, these being mimetic, normative, and coercive mechanisms. We have followed this approach in suggesting that legal institutions and laws, societal norms, demographic trends, religious institutions, and cultural traditions exert infl uence on organizational agents to adopt particular HRM and other management practices, for example, CSR, talent management, and total rewards. This view has been used extensively in comparing HRM across countries as discussed in Chapter 7 and also in looking at the diffusion of new organizational practices, such as new technologies. However, we suggest that the development of HRM over time is also dependent on these factors. We have shown that all of the factors suggested above have changed dramatically, in the Western world at least, over recent years, and that this in turn has infl uenced the nature of HRM.