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The paper aims to investigate the prevailing institutional logics that underpin the organisational behaviours of Chinese contractors and the institutional complexity they…
The paper aims to investigate the prevailing institutional logics that underpin the organisational behaviours of Chinese contractors and the institutional complexity they face across several strategic areas when they undertake projects abroad.
The paper draws mainly on industry literature, reports and government websites to develop a typology of two ideal types of institutional logics that prevail among Chinese international contractors. The configurations of institutional complexity in different strategic areas are analysed through pattern-matching.
Two main logics are identified, namely, construction and investment logics. These logics in turn lead to patterns of volatile complexity in the strategic areas of business, technology, human resources and marketing; patterns of aligned complexity in operational and information technology strategic areas; and patterns of segregated complexity in financial strategic area.
The paper presents an ongoing doctoral research. It provides a preliminary understanding of the institutional logics affecting Chinese international contractors and sets out the first step to understand the relationship between complex institutional environments and organisational responses.
Chinese international contractors commonly face resistance, and at times resentment, from the local industries in the countries they operate. The findings of this paper are a first step towards a better understanding of why this is the case and what can be done to rectify the situation and improve long and short-term project performance.
This paper provides practical implications for Chinese contractors to understand their internal context of institutional complexity and provides the basis for further understanding of Chinese contractors’ strategic responses.
This paper contributes to the social pillar of sustainable supply chain management. It does so by investigating how women managers in the maritime sector handle…
This paper contributes to the social pillar of sustainable supply chain management. It does so by investigating how women managers in the maritime sector handle work-family conflict, thereby acting as institutional entrepreneurs to create a work-family balance logic. The maritime sector is a male-dominated supply chain management environment, which suffers from a talent gap of a lack of women executives. One reason for this problem is work-family balance issues that deter women from staying in the workforce.
The authors interviewed 35 women working as port managers in different developing countries. The authors analyzed their strategies in coping with the conflict between family and work to create a work-family balance logic.
The authors found four different types of strategies to handle work-family conflicts. Responses showed that women executives in this sector can be institutional entrepreneurs. Based on the findings, the authors were able to confirm and contribute to the existing model proposed by Silva and Nunes (2021) on sustainable supply chain logic. The authors also provided recommendations for these women as institutional entrepreneurs and for policymakers to retain women talent in the supply chain management.
The research focuses on a specific supply chain management sector, which is the maritime sector. It also relies exclusively on interview data.
The authors propose recommendations to develop a work-family balance logic and retain talented women in the supply chain industry based on monitoring equality and supporting their need for a work-family balance, both in the short and long terms.
The authors interviewed women executives in one of the most male dominated sectors. The authors studied their ability to cope with work-family conflicts and identified four ways to create a work-family balance logic. These findings enabled us to show the contribution and limits of women executives as institutional entrepreneurs for work family balance logics in male dominated sectors.
Although scholars increasingly use institutional logics to explain macro-level phenomena, we still know little about the micro-level psychological mechanisms by which…
Although scholars increasingly use institutional logics to explain macro-level phenomena, we still know little about the micro-level psychological mechanisms by which institutional logics shape individual action. In this paper, we propose that individuals internalize institutional logics as an associative network of schemas that shapes individual actions through a process we call institutional frame switching. Specifically, we conduct two novel experiments that demonstrate how one particularly important schema associated with institutional logics – the implicit theory – can drive individual action. This work further develops the psychological underpinnings of the institutional logics perspective by connecting macro-level cultural understandings with micro-level situational behavior.
Based on the keynote address given at the conference on “Organizing Institutions: Creating, Enacting and Reacting to Institutional Logics” held at the Banff Springs Hotel…
Based on the keynote address given at the conference on “Organizing Institutions: Creating, Enacting and Reacting to Institutional Logics” held at the Banff Springs Hotel in June 2012, this essay analyzes the relationship between Max Weber's polytheistic theory of value spheres and institutional logics, proposing that the latter project entails studying institutional logics through a framework of comparative religions. I argue that God, love, transcendence, and immanence are all potentially useful analytic categories by which to understand institutional logics.
In order to advance the micro-foundations of institutional theory, we explore how individuals within organizations experience and respond to competing institutional logics…
In order to advance the micro-foundations of institutional theory, we explore how individuals within organizations experience and respond to competing institutional logics. Starting with the premises that these responses are driven by the individuals’ degree of adherence to each competing logic (whether novice, familiar, or identified), and that individuals may resort to five types of responses (ignorance, compliance, resistance, combination or, compartmentalization), we develop a comprehensive model that predicts which response organizational members are likely to activate as they face two competing logics. Our model contributes to an emergent political theory of institutional change by predicting what role organizational members are likely to play in the organizational battles for logics dominance or in organizational attempts at crafting hybrid configurations.
In this paper, I compare Theodore Schatzki’s practice theory, the existential phenomenology of Martin Heidegger upon whom Schatzki drew in its formation, and my own theory…
In this paper, I compare Theodore Schatzki’s practice theory, the existential phenomenology of Martin Heidegger upon whom Schatzki drew in its formation, and my own theory of institutional logics which I have sought to develop as a religious sociology of institution. I examine how Schatzki and I both differently locate our thinking at the level of practice. In this essay I also explore the possibility of appropriating Heidegger’s religious ontology of worldhood, which Schatzki rejects, in that project. My institutional logical position is an atheological religious one, poly-onto-teleological. Institutional logics are grounded in ultimate goods which are praiseworthy “objects” of striving and practice, signifieds to which elements of an institutional logic have a non-arbitrary relation, sources of and references for practical norms about how one should have, make, do or be that good, and a basis of knowing the world of practice as ordered around such goods. Institutional logics are constellations co-constituted by substances, not fields animated by values, interests or powers.
Because we are speaking against “values,” people are horrified at a philosophy that ostensibly dares to despise humanity’s best qualities. For what is more “logical” than that a thinking that denies values must necessarily pronounce everything valueless? Martin Heidegger, “Letter on Humanism” (2008a, p. 249).
How do organizations manage multiple logics in response to institutional complexity? In this paper, we explore how intraorganizational problems related to multiple logics…
How do organizations manage multiple logics in response to institutional complexity? In this paper, we explore how intraorganizational problems related to multiple logics may be addressed via the mechanism of institutional bricolage – where actors inside an organization act as “bricoleurs” to creatively combine elements from different logics into newly designed artifacts. An illustrative case study of a global brewery group’s development of such an artifact – a Responsible Drinking Guide Book – is outlined. We argue that intraorganizational institutional bricolage first requires the problematization of organizational identity followed by a social process involving efforts to renegotiate the organization’s identity in relation to the logics being integrated. We show that in response to growing pressures to be more “responsible,” a group of organizational actors creatively tinkered with and combined elements from social responsibility and market logics by drawing upon extant organizational resources from different times and spaces in an effort to reconstitute their collective organizational identity.
We investigated how an institutional settlement concerning Native Indian gaming (the operation of gambling establishments such as casinos or bingo halls by Native Indian…
We investigated how an institutional settlement concerning Native Indian gaming (the operation of gambling establishments such as casinos or bingo halls by Native Indian tribes) was preserved over time in spite of three significant challenges. Building on previous literature on settlements and institutional logics, we see settlements as institutional arrangements that manage power dynamics and competing institutional logics. Based on our analyses of the settlement and three challenges in the Native gaming field, we suggest that even seemingly volatile institutional settlements can be maintained when powerful actors balance each other’s ability to modify the settlement and different actors invoke alternative institutional logic(s). We also find that these processes can be facilitated by the embeddedness and formality of the settlement. We contribute to the settlement literature by showing how settlements can be maintained when actors draw on equally strong sources of power and different logics to counter the actions of other actors. Furthermore, we shed light on “how institutions matter” by demonstrating how institutional settlements can facilitate field stability.
We witness rising tensions between online gig-economy platforms, incumbent firms, regulators, and labor unions. In this chapter, we use the framework of institutional…
We witness rising tensions between online gig-economy platforms, incumbent firms, regulators, and labor unions. In this chapter, we use the framework of institutional logics as an analytical lens and scheme to understand the fundamental institutional challenges prompted by the advent of the online gig economy. We view gig-economy platforms as corporations that organize and self-regulate markets. In doing so, they span two parallel markets: the market for platforms competing to provide intermediation services and the market for the self-employed competing on platforms to provide peer-to-peer services. Self-regulation by platforms also weakens the traditional roles of the state. While the corporation and market logics empower the platform, they weaken self-employed suppliers as platforms’ design constrain suppliers to grow into a full-fledged business by limiting their entrepreneurial freedom. At the same time, current labor law generally does not classify suppliers as employees of the platform company, which limits the possibility to unionize. The current resolutions to this institutional misalignment are sought in “band aid solutions” at the level of sectors. Instead, as we argue, macro-institutional reform may be needed to re-institutionalize gig work into established institutional logics.
This paper develops a practice approach to institutional ambidexterity. In doing so, it first explores the ‘promise’ of institutional ambidexterity as a concept to address…
This paper develops a practice approach to institutional ambidexterity. In doing so, it first explores the ‘promise’ of institutional ambidexterity as a concept to address shortcomings with the treatment of complexity in institutional theory. However, we argue that this is an empty promise because ambidexterity remains an organizational level construct that neither connects to the institutional level, or to the practical actions and interactions within which individuals enact institutions. We therefore suggest a practice approach that we develop into a conceptual framework for fulfilling the promise of institutional ambidexterity. The second part of the paper outlines what a practice approach is and the variation in practice-based insights into institutional ambidexterity that we might expect in contexts of novel or routine institutional complexity. Finally, the paper concludes with a research agenda that highlights the potential of practice to extend institutional theory through new research approaches to well-established institutional theory questions, interests and established-understandings.