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The aim of the study was to illustrate how three different institutional logics, present in the implementation of action research, interact in a formalised project, in a traditional university setting.

The article is empirical in nature and the research method used is an instrumental case study. The case was the implementation of action research within the framework of an educational project co-financed by EU funds, conducted in a Polish public university. The research process was conducted from September 2017 to November 2019. The following techniques were used: document analysis, in-depth interviews, participatory observation during the project. Constant comparative analysis was used as an analytical approach.

The study indicates that action research, project management and university management follow different “logics”. The dominant logic of action research is problem-solving, of project management is efficiency and of university management is compliance. These different logics and the relationship between them is explained in the paper.

The research enriches the ongoing discussion on logic multiplicity and project management in a new context – that of the university environment and combines the issue of the implementation of action research with broader conversations on institutional logics.

This paper aims to advance understanding of the disciplinary decision‐making process underpinning the professional ethics machinery employed by professional accounting organisations, using elements of francophone organisational analysis to examine the influence of the key formal organisational components established by the Institute of Chartered Accountants in Ireland (ICAI) to administer its disciplinary decision‐making process up to December 1999.

The paper uses evidence gathered from a series of in‐depth interviews with members of the ICAI disciplinary and investigation committees.

Illuminates the internal tensions and conflicts permeating the disciplinary decision‐making process of the ICAI and the influence key organisational components have on resolving these conflicts through their encouragement of decision making driven by a preferred reasoning or logic of action.

The evidence presented questions the public interest proclamations of the ICAI with respect to its disciplinary procedures pre‐December 1999. It further exposes the tensions between profession protection and society protection motives in the disciplinary decision making of accounting bodies.

This paper represents a first attempt at getting inside the disciplinary decision‐making process of a professional accounting body to examine the process using the voices of process participants.

This paper aims to extend the conceptualization of well-being as a staged social responsibility process by undertaking further conceptual development of these ideas as well as exploratory, small-scale international testing.

The sample comprised 117 leaders from Alaska, India and Norway. Cluster analysis was used to determine systematic differences in the way leaders think about societal well-being (well-being action logics), and regression analysis was used to test positive and significant relationships between well-being action logics and stages of consciousness.

Cluster analysis confirmed the three theoretically derived well-being action logics of top managers: compensatory, integral and hybrid. The authors found preliminary empirical support for a systematic relationship between well-being action logics and stages of consciousness as per constructive-developmental theory.

Better adoption of societal well-being as a normative ethic hinges on building the capacity of top managers to process more complex understandings of the range of components of societal well-being and how these components interact, conflict and synergize.

Being asked to embrace more complex views about societal well-being can be overwhelming, leading top managers to retreat into defensiveness. The result is resistance to change, preferring instead to stay with familiar yet outmoded conceptions. Societal well-being can thus suffer.

This paper opens the black box to find systematic differences in the way managers think about societal well-being. Further, the research has uncovered that these differences follow a staged developmental process of greater complexity.

The purpose of this paper is to illustrate how small family business (SFB) leader‐founders exhibit a dominant logic of action over less dominant prevailing ones. The authors investigate three logics of action: family, power and economic.

An exploratory qualitative research is conducted based on case studies. The authors use Cisneros and Genin's conceptual model, to identify, through an iterative sampling frame, three extreme SFB cases where in the first the leader exhibits a dominant family logic, in the second, a dominant power logic and in the third, a dominant economic logic.

The authors illustrate the characteristics of the SFB leaders when they exhibit a dominant logic of action and also present some of the implications of SFB leaders’ dominant logics of action on the SFB and the family and non‐family members.

The three extreme case studies provide an important building block for future studies based on larger samples of SFBs. However, the authors’ results cannot be generalised due to the exploratory nature of the study.

The paper highlights the importance, for practitioners and researchers alike, of being able to diagnose when SFB leaders use a dominant logic of action. The paper also accentuates the need for a greater awareness of logics of action in training programmes for SFB leaders and for consultants who work with those leaders.

The concept of logics of action has never been previously empirically applied to large, medium or small family businesses. The paper highlights the relevance of identifying dominant logics of actions in SFB leaders.

This paper focuses on the processes by which different manager groups can influence product mix changes. The paper analyses three different types of process ‐ dominance, compromise and integration ‐ through which the extensiveness and renewal of a product mix was shaped by groups of marketing and production managers, general managers and owner‐managers. Each of the groups developed their own understanding, or “logic of action”, about the most desirable product mix. It is shown that these logics of action play an important role in product mix changes, not as isolated elements but in interaction with one another and the industry context. This paper provides a detailed empirical analysis of a product mix pattern over a long duration by illustrating the three different forms of managerial interaction by which the product mix was achieved. The contribution of the study is twofold. First, the study shows that historical and contextual studies are required in order to understand the role and relevance of marketing activities and marketing based actors in business firms. Second, the study gives evidence for the usefulness of inter‐disciplinary research and discussion within the field of marketing studies.

This study proposed the integrative model of dynamic dominant logic (DL) with exploitation (EP) and exploration (ER) as a pattern of actions in endeavoring firm performance (FP). This study also intended to explain the multiple patterns of DL in creating technical and evolutionary fitness simultaneously.

This study used a cross-sectional quantitative analysis of the Indonesian commercial banking population facing digital transformation and was analyzed using covariance-based structural equation modeling through parceling.

The model confirmed that DL positively affects EP and ER. It also revealed that DL indirectly impacts FP through EP, indicating changes in the traditional banking business through the strong acceptance of “new realities” in adapting to the rapid growth of technology. Hence, this study discovered that during the recent banking digital transformation, the beneficial inertia of the technical pattern of action might lose effectiveness in creating superior performance.

DL is vital in locking short-term performance while maintaining long-term performance opportunities through EP and ER to promote digital transformation. Accordingly, it induced banks to adopt new technology for value creation and fortifying competitive advantage.

This study provided a theory about how DL links the firm's decision-making process by promoting multiple patterns of action in achieving technical and evolutionary fitness. It highlighted the DL as a resource conceptualization that promotes resource development through EP and ER as microfoundation of dynamic capabilities during the tension of institutionalization and digital transformation.

This study explores how human actions affect existing supply chain management (SCM) practice.

Using a narrative approach, this qualitative in-depth case study looks at micro-human activities in SCM practices in the Russian Arctic. Data from personal observations, 13 semi-structured interviews and archival materials are interpreted through the concepts of institutional work and institutional logics.

The study reveals how human actions and institutions affect each other and change existing SCM practice constrained by institutional order and logics. The findings identify two forms of institutional work, initiated by the presence of conflicts of interest between practitioners engaged in different organisational routines, that become an essential driver for logic change. Social action, often invisible in practice, is indicated by finding compromises and informal arrangements that shape interactive activity among practitioners. The findings show that changes enacted by human actions in SCM practice have envisioned new forms of collaboration among supply chain members, thereby making supply chains in the Russian Arctic more integrated than before.

This study involves a limited number of supply chain practitioners, making it imperative to study larger samples, specifically from various empirical contexts.

This study suggests an alternative approach focusing on SCM practice as consistent patterns of human actions, to reflect on supply chain integration problems. It provides an understanding of how practitioners are influenced by and active in producing institutional change. An issue of practitioners' responsibility and morality regarding the consequences of their decisions when exerting change in existing SCM practice is further emphasised.

The study examines how the interactions among three prominent institutional logics—state, market and religion—fundamentally shape the patterns of individuals’ engagement in social entrepreneurship (SE).

The study develops a configurational theoretical framework and uses fuzzy-set qualitative comparative analysis to test the hypotheses by gathering data on social ventures from 35 countries from the World Values Survey and Global Entrepreneurship Monitor.

The results show that the prevalence of social entrepreneurial ventures is enabled by different combinations of logics of action, governance mechanisms, strength of religious beliefs and religious pluralism.

This research reveals that the relationship between institutional logic profiles and SE is contingent on the coherence between different institutional logics.

The purpose of this paper is to explore how resilience can support entrepreneurs in uncertain environments. The study’s objective is to show how different dimensions of resilience (emotional/cognitive) are dynamically connected to different logics of actions (causation/effectuation) allowing the development of a successful entrepreneurial project.

The study is based on a qualitative analysis of a blog written by an entrepreneur during the first 17 months of a search, negotiation, and financing process for a company takeover.

The results highlight that in high uncertainty, strong entrepreneurial resilience and shift of logics of action can contribute to the success of a business takeover. This study identifies forms of resilience during the business takeover process that helped the entrepreneur overcome adversity and succeed. Moreover, these forms of resilience seem to be related to effectual and causal logics.

This study could help future entrepreneurs succeed in the creation or takeover of an organization by improving knowledge of the relationship between resilience and logics of actions.

This study proposes a different approach to the study of entrepreneurial resilience by analyzing it in relation with the logics of action (causation/effectuation). Moreover, the study offers a modern methodological approach by using an internet blog as a data source.

The purpose of this study is to provide a political explanation of management, accounting and control (MAC) practices in a traditional and unstable African setting. This was done by exploring the influence of latest revolutionary politics in Egypt along with labour dynamics in the context.

Theoretically, the study uses the institutional logics perspective to understand the effects of higher order institutions on corporate management and workers at the micro level. Methodologically, the study adopts an interpretative case study approach. Data were collected using a triangulation of interviews, documents and observations.

The study finds that volatile political settings can have different contradictory implications for MAC practices. It also concludes that revolutionary events play a central role not only in the configuration of MAC practices but also in the mobilisation of labour resistance to these practices.

The study contributes to the literature by investigating the different appearances of MAC practices in a volatile, political or revolutionary context, in contrast to highly investigated stabilised Western contexts. This broadens the definition of the social in the area of accounting and control.