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The study aims to develop theoretical understanding about how family-run businesses navigate unexpected and highly disruptive events by examining how family-based resilience capacity is variously transformed into an organizational capability.

The study relies on a qualitative comparative case study design to explore how Croatian family-run businesses navigated market and operational disruptions brought on by the global coronavirus (COVID-19) pandemic. Drawing on semi-structured interviews and organizational data, this study compares how family-run businesses operating in different industries experienced and coped with disruptions. Using inductive qualitative coding methods, patterns across codes were identified and aggregated into dimensions that describe two broad approaches for leveraging family social capital in the enactment of organizational resilience.

The analysis shows that family-run businesses may employ family social capital in retrospective and prospective ways. A retrospective approach involves targeted and conservative uses of family social capital, wherein the aim is to maintain organizational functioning and return to “business as usual”. In contrast, a prospective approach employs these resources in a more strategic and flexible way to adapt to a “new” future. While both approaches can enable firms to successfully navigate crises, these approaches differ in terms of their temporal orientation and implications for marketing flexibility.

The study contributes to a better understanding of how family social capital can be differentially leveraged in times of crises, and how these differences may stem from having temporal orientations that focus on either preserving the past or adapting to new conditions. The study advances theorizing at the intersection of organizational resilience and family business by deepening understanding of the heterogeneity of ways in which family businesses manage change for long-term business continuity. For owners and managers of family-run business, the study provides insights into how unexpected disruptions can be managed and how businesses might respond to fast-changing market conditions.

Digital technologies, and the affordances they provide, can shape institutional processes in significant ways. In the last decade, social media and other digital platforms have redefined civic engagement by enabling new ways of connecting, collaborating, and mobilizing. In this article, we examine how technological affordances can both enable and hinder institutional processes through visibilization – which we define as the enactment of technological features to foreground and give voice to particular perspectives and discourses while silencing others. We study such dynamics by examining #SchauHin, an activist campaign initiated in Germany to shine a spotlight on experiences of daily racism. Our findings show how actors and counter-actors differentially leveraged the technological features of two digital platforms to shape the campaign. Our study has implications for understanding the role of digital technologies in institutional processes as well as the interplay between affordances and visibility in efforts to deinstitutionalize discriminatory practices and institutions.

This article reviews the historical development of the treatment of religious organizations in journals centered on religion.

The article asks four questions: (1) Are religious organizations different from other kinds of organizations? (2) What factors produce differences or similarities between religious and other organizations? (3) Are religious organizations different from each other?

Differences from other kinds of organizations are based in beliefs/theology. But there is a constant concern with the bureaucratization of religious organizations as they are subject to general organizational influences such as scale and geographical dispersion. However, it is argued that these general influences emanate from belief systems. We suggest the need for a renewed attention to a comparative organizations perspective in organization theory – one that appreciates the similarities and differences between sectors and within sectors.

Not only are there differences between religious and nonreligious organizations, but there are also substantial differences between religious organizations. There are also similarities between religious and nonreligious organizations, as well as similarities between religious organizations. The way forward for both the study of religious organizations and organizational theory in general is to look for explanations for these similarities and differences.

This paper explores how legacies of past logics spawn variation in the institutional landscapes of different geographic regions in China. Of particular interest is how this variation influences the ways that actors interpret and respond to broader societal and world society pressures. Employing a cross-level comparative research design, we examine the enduring legacies of previous state logics, which have given rise to distinctive material and symbolic resource environments in different regional communities across China. To the extent that institutional contexts direct the attention of actors toward particular environmental stimuli and provide the symbolic and material resources to respond, a better understanding of how contexts differ provides more accurate causal explanations of the variability of organizational behavior. We explore this phenomenon in the context of recent government-mandated corporate social responsibility (CSR) initiatives in China. Our examination of public and private CSR initiatives, along with the CSR activities of a sample of 714 listed Chinese companies, suggests that legacies from past state logics become embedded in local institutional infrastructures and shape how abstract, multifaceted CSR initiatives are interpreted and implemented.

Despite its central importance in nearly all societies, religion has been largely neglected in the study of organizations and management. In this introduction to the volume on religion and organization theory, we argue that such neglect limits unnecessarily the relevance and scope of organization and management theory (OMT) and that there is therefore great value in connecting organizational research with a deeper appreciation and concern for religion. We begin by speculating about some of the reasons why organization and management theorists are hesitant to study religion, and go on to discuss some nascent points of contact between religion and OMT. We conclude with a discussion of the articles in this volume, which represent an attempt to remedy this unfortunate blind spot within OMT scholarship.

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.