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The logic of consequences and the logic of appropriateness have long been central to understanding behavior in organizations. However, scholarly work on the logic of appropriateness has consisted mostly of conceptual clarification and ex post explanation of observed behavior. In an effort to facilitate the study of the logic of appropriateness through experimental methods, this paper introduces an experimental paradigm that allows for the manipulation of decision logic as an independent variable. Using this paradigm, 710 participants played four iconic behavioral games in which profitability and ethics are both at play and, sometimes, at odds: Prisoners’ Dilemma, Dictator Game, Ultimatum Game, and Trust Game. The manipulation generated behavioral data, as well as qualitative data about participants’ considerations while deciding according to each logic. The behavioral data show that, compared to participants employing a logic of consequences, participants employing a logic of appropriateness rejected more unfair offers in an Ultimatum Game and were more generous when reciprocating trusting behavior in a Trust Game. In all other cases, behavior between the two logics was not significantly different. An analysis of the qualitative data suggests that a logic of consequences increased participants’ focus on monetary concerns, whereas a logic of appropriateness increased participants’ focus on moral concerns. Taken together, these data provide new insights into when, how, and why the two logics result in behavioral and cognitive differences. The authors conclude by considering directions for future research that they see as particularly amenable to study using the experimental manipulation presented here.

This paper is a theoretical review of the logic of appropriateness. First, it defines what is meant by a logic of appropriateness in the work of March and Olsen and then discusses the dynamics of the logics of appropriateness and consequence. Second, it examines how the rules of appropriateness have developed and changed and discusses the advantages of using the logic of appropriateness. Third, it illustrates some applications of the logic of appropriateness by focusing on studies of public sector reforms and suggests how the logic of appropriateness might be used to understand the handling of COVID-19. Fourth, some of the critiques and elaborations of the logic of appropriateness are discussed. Finally, some conclusions are drawn and needs for future research indicated.

Organisations implement changes either to address real business imperatives or to follow trends in their industries. But frequent changes in an organisation often lead to employee change fatigue and change cynicism. The purpose of this study is to investigate the impact of the change logic of appropriateness and the logic of consequences on change fatigue and change cynicism and the impact of change fatigue and change cynicism on change success.

To carry out this study, the authors collected data on a sample of 320 participants from diverse organisations, and they used structural equation modelling (SEM) techniques to test our hypotheses depicted in the research model.

The authors found that the change logic of consequences reduces both change fatigue and change cynicism, whereas the change logic of appropriateness increases change fatigue. The authors also found that change fatigue does not have any direct effect on change success, although it maintains an indirect negative effect on change success through change cynicism.

Along with other practical implications, the authors recommend that change managers help employees understand any logic of consequences that sustain their change initiatives. Additionally, change managers should work to prevent change fatigue from turning into change cynicism, which is the real precursor of reduced change success.

This study is among the first to show that employees experience change fatigue and change cynicism differently, depending on the reason underlying the change. It is also among the first to show that change fatigue does not affect change success directly but does so through the interplay of change cynicism.

We define diffusion as the spread of something within a social system. Diffusion is the most general and abstract term, and it embraces such processes as contagion, mimicry, social learning, organized dissemination, etc. (Strang & Soule, 1998). While the home territory of diffusion is innovation (see Rogers, 2003 for an authoritative review), more recent macro-diffusion research has developed, based on social movement and institutionalization arguments (Ansari, Fiss, & Zajac, 2010; Wejnert, 2002).

–The purpose of this paper is to contribute to the debate over people management rationales and how they relate to organizational effectiveness.

Drawing on the distinction between the “logic of consequences” and the “logic of appropriateness,” the paper explores one aspect of managing people – managers’ attempts to restore trust after an intra-organizational breach of trust. This is done on the basis of a systematic approach to a review of the literature on intra-organizational trust and organizational trust repair.

The paper argues that in their trust repair efforts managers socially construct and enact a narrow business agenda for the firm, which is typically justified by a logic of consequences. Instead, the authors suggest that managers may be better advised to follow a logic of appropriateness in restoring trust among employees, which acknowledges the importance of context and managers’ lack of control over employees’ reactions to trust repair strategies.

A key practical implication of the logic of appropriateness is that, in certain contexts, the most effective strategy for trust repair is inaction (rather than action), a strategy often neglected in people management practice.

The social implications of this paper highlight the social context in which people management strategies take place and the limitations of “one-size-fits-all” HRM prescriptions.

The value of the paper is bringing a much neglected stream of research on the strengths of inaction as a positive strategy in organizational theory to current HRM scholars as a way of balancing the typical agentive approaches to HRM and intra-organizational trust repair.

This paper aims to move beyond the limits of creating shared value (CSV) by presenting a norms-driven framework for creating shared value.

This paper combines insights from organizational studies and philosophy to critique CSV and to articulate an alternative model for integrating the pursuit of profit with social needs and demands.

CSV poses significant challenges for managers due to the problem of bounded rationality. Rather than merely engaging in a logic of consequence, this paper argues that managers should integrate norms-based reasoning within the cognitive process of strategic management.

This paper critiques an existing framework for creating shared value and proposes a new framework.

Pragmatism in the sense of harmonizing rules and reality for the sake of appropriate problem solving and overall performance is a ubiquitous phenomenon in organizational life. As such it has been generalized as an everyday requirement of making organizations work and a virtue of human decision making under the condition of complexity, strategic dilemmas or “wicked problems.” This chapter addresses both the theoretical and the normative dimensions of pragmatism in organizations, public administration in particular. The main statement is that the necessary theoretical clarification concerns the distinction between pragmatism and what is referred to as a logic of appropriateness while the normative limits of pragmatism refer to the necessity of ranking logics of appropriateness and related values plus the ability to act on the basis of accurate judgment which is primarily, even if not exclusively, a matter of leadership.

Studies of strategic change are mainly characterized by a linear time view, treating time as a variable, a package of narrative events or as a path that the organization “travels” over time. The purpose of this paper is to move beyond this view providing an alternative, nonlinear conception of time.

Framed by the logics of consequence and appropriateness an empirical example of strategic change within the Scandinavian consumer co‐operation is given, illustrating the exploration of business opportunities and the exploitation of socially and historically rooted values and principles. Drawing on philosophical hermeneutics a qualitative method is chosen, the basis on which the empirical material through interviews and documents is generated.

The empirical study illustrates that the logic of consequence communicates with the logic of appropriateness in a nonlinear manner while interrelating the future and the past. The exploration of business opportunities shapes the past, which is brought to light when opportunities are expressed through the present, continuously forming and reforming the present and in turn shedding new light on the past.

Although various forms of intellectual bridging and transfer are encouraged within the field of strategic management, notably lacking are studies that focus on time. This paper brings to the fore an alternative conception of time. It acknowledges the past in its hermeneutical significance when ascribing the past a dynamic repetitive role.

The purpose of the paper is to explore why rules might be better than managerial discretion when the leadership intends to transform a desired policy into reality.

Leaders need discretion in order to deal with the great expectation demanded on them. However, discretion can open up to threats to the leadership's pursuits of rational acting. The first threat is related to emotion and impulsive behaviour and the second threat is related to conflict and opportunistic behaviour. The paper examines these threats.

In order to handle threats to rational acting the leadership has to establish and follow appropriate rules.

The paper challenges the notion that the leadership should be provided with ample discretion when they intend to transform an intended policy into reality. The paper claims that unbridled discretion might be risky and proposes that the critical and neglected challenge is to establish appropriate rules that channel and focus leadership effort.

The purpose of this paper is to explore how functional and appropriateness arguments influence the adoption of modularity principles during the design of a professional service architecture.

Action design research was conducted to examine the design process of a modular service architecture for specialised elderly care by a multi-professional group. Data collection methods included, partly participatory, observations of the interactions between professionals during the design process, interviews and document analysis. Data analysis focussed on the emerging design choices and the arguments underlying them.

A wide range of both functional and appropriateness considerations were enlisted during the design process. The three core modularity principles were adapted to varying degrees. In terms of the design outcome, the interdependencies between the modularity principles necessitated two trade-offs in the modular design. A third trade-off occurred between modularity and the need for professional inference where services were characterised by uncertainty. Appropriateness was achieved through the professionals reframing and translating the abstract modularity concept to reconcile the concept’s functionality with their professional norms, values and established practices.

The study adds to service modularity theory by formulating three trade-offs that are required in translating the core modularity principles into a functional set of design choices for a multi-professional service environment. Moreover, the inherent intertwinedness of the core modularity principles in professional services requires an iterative design process. Finally, the authors saw that the ambiguity present in the service modularity concept can be used to develop a design that is deemed appropriate by professionals.