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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.

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.

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.

–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.

The purpose of this paper is to examine an ongoing process of logic assimilation within an amateur sports organisation (ASO) called the Gaelic Athletic Association (GAA). It seeks to develop our understanding of how forms of accounting mitigated (or exacerbated) the tensions that arose among GAA members due to the consequences of the assimilation of select elements of a professional logic and a commercial logic within its traditionally dominant social welfare logic.

Interviews were undertaken with representatives and members of the GAA to understand the effects of growing commercialisation and professionalisation on the organisation’s traditional amateur status and social mission. In particular, the authors sought to understand how accounting, in the form of financial reporting, influenced the extent of the tensions that arose. Interviews were supported by an extensive collection of podcasts and news articles that discussed this topic.

The paper’s findings offer unique empirical insights into the role played by forms of accounting in the maintenance of amateurism within an ASO. It reveals the conflicting role of financial reporting within the GAA whereby it was used by the GAA’s management to ease member concerns surrounding logic assimilation while simultaneously being ignored by clubs and counties to facilitate payments to managers thereby eroding the amateur status of Gaelic Games.

The paper is unique in its exploration of logic assimilation within a form of hybrid organisation that has previously been unexamined in the accounting literature. It extends extant understandings of how accounting influences the co-existence of potentially conflicting logics. The paper also discusses the implications of what accounting makes visible and keeps invisible on the longevity of the traditionally dominant social welfare logic within an ASO.

Limited facilities operating and modernization budgets require organizations to carefully identify, prioritize and authorize projects to ensure allocated resources align with strategic objectives. Traditional facility prioritization methods using risk matrices can be improved to increase granularity in categorization and avoid mathematical error or human cognitive biases. These limitations restrict the utility of prioritizations and if erroneously used to select projects for funding, they can lead to wasted resources. This paper aims to propose a novel facility prioritization methodology that corrects these assessment design and implementation issues.

A Mamdani fuzzy logic inference system is coupled with a traditional, categorical risk assessment framework to understand a facilities’ consequence of failure and its effect on an organization’s strategic objectives. Model performance is evaluated using the US Air Force’s facility portfolio, which has been previously assessed, treating facility replicability and interruptability as minimization objectives. The fuzzy logic inference system is built to account for these objectives, but as proof of ease-of-adaptation, facility dependency is added as an additional risk assessment criterion.

Results of the fuzzy logic-based approach show a high degree of consistency with the traditional approach, though the value of the information provided by the framework developed here is considerably higher, as it creates a continuous set of facility prioritizations that are unbiased. The fuzzy logic framework is likely suitable for implementation by diverse, spatially distributed organizations in which decision-makers seek to balance risk assessment complexity with an output value.

This paper fills the identified need for portfolio management strategies that focus on prioritizing projects by risk to organizational operations or objectives.

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.

Although experiential consumption has received some attention from tourism and hospitality researchers in the past decade, the profile of experiential consumers has not been discussed thus far. The purpose of this paper is thus twofold: to test the sociodemographic antecedents of experiential versus utilitarian consumption for profiling purposes and to examine the potential behavioral consequences of experiential versus utilitarian consumption tendencies.

On an online research platform, 413 respondents answered questions concerning logic-based/emotion-based decision-making traits, as well as sociodemographic characteristics and several travel behavior variables.

Data revealed that emotion-based decision makers are more likely to be females, who are more passionate about their travel needs than are logic-based decision makers. Results also revealed that the importance that emotion-based decision makers place on travel preferences, potential travel risks and travel information sources is higher than that of their logic-based counterparts.

The current study used one personality trait, emotion-based decision-making, as a proxy for experiential consumption. There are other potentially explanatory traits that should be investigated in future studies.

Destination marketing organizations (DMOs) promoting destinations with historical and cultural attractions can capitalize on the finding that these attractions are highly demanded by both types of decision makers, whereas DMOs of man-made attraction destinations may need to find ways to embellish the significance of these attractions for both types of decision makers.

Even though social risk was the lowest-rated item in general, both decision-making traits were highly correlated with social risk. The higher the tendency in the decision-making style, either logic-based or emotion-based, the more important how a trip would make them look within their social circle. Social risk concerns for both types of decision makers should be addressed in marketing messages.

The current study represents one of the earliest attempts to draw a picture of experiential consumers in comparison with utilitarian consumers in sociodemographic and behavioral characteristics.

This study analyses the impact of institutional logics on the outcomes of a sporting event's risk process.

The research design is an exploratory case study of the 2017 Road World Cycling Championship using a qualitative approach. By drawing on multiple sources, documents and experiences of six key stakeholders the richness of the qualitative data were utilised to provide a deeper understanding of the impact of institutional logics on the process.

Stakeholders relied on different organisational and professional logics in arguments for certain risk preferences and strategies. Further, the logics behind stakeholder attention varied between stakeholder groups and within a stakeholder group. This led to a tension-filled relationship amongst stakeholders working in the same organisation and between those in different organisations. Finally, new professional practices emerged; however, there were also unintended consequences, such as a large financial deficit, with a significant part of the cost overrun being the risk assessment work.

The study includes a case study of a major sporting event that was arranged some years ago. Events are usually organised as temporary projects in collaboration with public sector organisations and must be arranged in accordance with the logics of efficiency as well as meeting the particular needs of citizens. Assuming similar risk planning processes may occur in other contexts is reasonable.

The study contributes to knowledge about the impact of logics on the outcome of risk planning and improves scholars' understanding of risk management and the outcomes of planning mega-sporting events. Moreover, insights into these micro-level processes reveal the importance of dealing with the logics that lie beneath stakeholders' perceptions of risk in order to collaborate, achieve common goals, and prevent cost overruns.

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.