Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications

“Therefore, the sustainability logic in BMFS seems to take the role of a dominant logic for the organization, which is reinforced by social and ecological subsidiary logics (Besharov & Smith, 2014).”

“Research also explores how organisations deal with competing logics, such as through a paradoxical [127,128] or hybrid approach [129], which is common amongst social enterprises and the healthcare industry for example [130].”

“institutional logics, there is also a need to consider “institutional complexity” (Greenwood et al., 2011; Greenwood et al., 2010; Besharov and Smith, 2014).”

“The distinction between internal and external actions can be linked theoretically to institutional theory (e.g. Ansari, Wijen, and Gray 2013; Besharov and Smith 2014) and stakeholder theory (Freeman 1983).”

“In general, logic shapes mindsets and “provide[s] a coherent set of organizing principles for a particular realm of social life” (Besharov and Smith 2014).”

“Either singular or multiple logics may be central to organizational behavior (Besharov & Smith, 2014).”

“Consistent with this focus, scholarly attention has centred on profit tensions, which arise between new initiatives and core business operations (Ambos et al., 2020; Besharov and Smith, 2014; Hahn et al., 2010).”

“HIATT AND CARLOS 5 Consequently, stakeholders may assert their own objectives “as unique and incommensurable with” the elements underlying other stakeholders' frames (Besharov & Smith, 2014, p. 368) and may emphasize the distinctiveness of their frame compared to elements of the frame they oppose.”

“This positioning around a central function in an organisation is what Besharov and Smith (2014) call the “centrality” of institutional logics in the field, which represents our first key function in determining the implications on carbon disclosure within companies.”

“The perspective of institutional work, examining the intersection of institutions and work in an organizational context, helps complement the institutional logic perspective by understanding the relationships between agency and logics as they affect change and value manifested across individual, organizational and ins…”

“The actors’ behavior varies depending on the way they deal with the different logics and the compatibility or lack of compatibility of the institutions (Battilana & Lee, 2014; Besharov & Smith, 2014; McPherson & Sauder, 2013; Reay & Hinings, 2009).”

“Finally, hybrid logics might fail to align, and instead provide inconsistent guidance for action (Besharov and Smith, 2014).”

“Incomplete representation of both logics among members of hybrid organizations leads to complications in organizational practices (Besharov & Smith, 2014), and requiring resolution devices such as socialization in hybrid professional roles (Battilana & Dorado, 2010) and structures oriented to the…”

“This connection, we argue, depends on the level of selling targets’ adherence to the social welfare logic (Besharov and Smith, 2014), which represents how they may differ on the sets of norms they select to evaluate issues (Bitektine and Haack, 2015).”

“…under the CVC program and setting up adequate coordination mechanisms.10 By combining insights from the institutional logics and paradox literature (Besharov and Smith, 2014; Pant and Ramachandran, 2017; Perkmann et al., 2019), we suggest that future research examine how and when the centrality…”

“Pluralism does not always lead to complexity, as logics may “peacefully coexist, compete, supersede each other, blend or hybridize, or reach a temporary ‘truce’” (Meyer & Höllerer, 2010, p. 1251, see also Besharov & Smith, 2014; Boch Waldorff et al., 2013; Reay & Hinings, 2009).”

“Our study of co-operatives also extends the range of messages available to organizations to signal code compliance or code reinterpretation to include features that are specific to alternative organization types (Besharov and Smith 2014).”

“Harmonizing enhances logics’ compatibility—the ‘‘extent to which the instantiations of logics imply consistent and reinforcing organizational actions’’ (Besharov and Smith, 2014: 367).”

“Future studies could examine logics conflict resolution strategies such as rec-onciliation, decoupling, coexistence or elimination (Berente & Yoo, 2012; Besharov & Smith, 2014; Pache & Santos, 2010).”

“Each type of stakeholder is rooted in different institutional environments with their respective unique institutional logic (Besharov & Smith, 2014; Saz-Carranza & Longo, 2012).”

“The institutional complexity perspective conceives this as a response to institutional pressures (Oliver, 1991; Pache & Santos, 2010), implying increased institutional complexity (Besharov & Smith, 2014; Greenwood, Kodeih, Micelotta, Raynard, & Lounsbury, 2011).”

“This insight adds to the present knowledge on alignment and misalignment; see for instance Corsaro and Snehota (2011) and Skålén et al. (2015). Third, alignment and misalignment are dynamic by nature, since institutional logics change and modify during collaboration.”

“2013), stakeholder demands (Pache and Santos 2013), values (Besharov and Smith 2014), and managerial principles (Ramus et al.”

“In other words, field incoherence can evolve into virtuous or vicious cycles, depending on the different constellations of coexisting logics, their reciprocal compatibility, and the relating organizational responses [32,33].”

“Different logics may coexist for longer periods of time, blend, or compete, with different consequences for organizations (Besharov & Smith, 2014).”

“Misangyi 427 Although the focus of this study is on decoupling as a response to external legitimacy pressures, its findings and approach would also seem to prove useful for future research on hybrid organizations— organizations that attempt to “incorporate competing institutional logics” into their organizational stru…”

“Organizations with hybrid logics potentially face problems of internal tensions or con fl ict (Besharov & Smith, 2014) and much hybridity research has evolved to explore the challenges and responses to multiple logics.”

“…are opposite (Battilana and Lee, 2014; Doherty et al., 2014; Ebrahim et al., 2014; Stevens et al., 2015), combining aspects of both charity and business at their core (Galaskiewicz and Barringer, 2012; Battilana and Lee, 2014; Besharov and Smith, 2014; Ebrahim et al., 2014; Mair et al., 2015).”

“Finally, this perspective can enrich our conception of FBOs as hybrid organizations (Besharov & Smith, 2014; Sundaramurthy & Kreiner, 2008; Whetten, Foreman, & Dyer Jr., 2014), that is, organizations that might combine identities, forms, or logics, or other core elements that would conventionally…”

“These findings have implications for future research in understanding the hybridity in SE as a multi-dimensional space with complementary logics that go beyond the combination of two conflicting logics (Besharov and Smith, 2014).”

“However, there have been recent calls (Pache and Santos, 2010; Zilber, 2016; see also Besharov and Smith, 2014) for research to understand how institutional logics at the organisational field level interact with each other within individual organisations.”

“This contradicts existing institutional theory, which argues that a more central role is linked to stable, established institutional arrangements and less complexity (Leblebici et al. 1991 ; King 2008; Besharov and Smith 2014; Greenwood et al. 2011; Greenwood and Suddaby 2006).”

“Nevertheless, while logics have become central to the running of healthcare systems and organizations, they are not always seen as compatible with medical professionalism (Besharov & Smith, 2014).”

“Organisational fields, industries, and inter-organisational networks have their own logics nested within societal-level institutional orders (Besharov and Smith, 2014; Goodrick and Reay, 2011; Greenwood et al., 2011; Thornton et al., 2012).”

“This leads to organizations being exposed to multiple logics (Besharov & Smith, 2014) that vary according to context and time (Thornton et al., 2012).”

“Recently, competing logics have received considerable scholarly interest, with institutional complexity being generally considered a theoretically puzzling topic of research (e.g., Besharov and Smith, 2014).”

“…to warrant serious efforts to move from a “contested” or “estranged” relationship among competing values and purposes to an “aligned” relationship (Besharov & Smith, 2014); from segmenting or compromise solutions to creative integration and synthesis solutions (Battilana & Lee, 2014; Pratt…”

“…organizational identity, or firm size, has been shown to systematically influence both the tensions that arise from institutional complexity (Besharov & Smith, 2014; Greenwood et al., 2011) and the organizational responses to institutional complexity (Almandoz, 2014; Dunn & Jones, 2010;…”

“While research has begun to conceptually explore different dimensions of relationships between logics (e.g., Besharov & Smith, 2014; Raynard, 2016), more work is needed regarding the structural aspects of whole constellations of logics, the question of whether and how logics are interconnected and…”

“Thus, our study extends recent work by Besharov and Smith (2014) on contested multiplicity and Raynard and Greenwood (2014) on volatile complexity by addressing their call for more attention to the institutional landscape and its implications for organizational response.”

“Like many Americans, he feels compelled to quantify the temporal resources of his day.”

“Control variables: We included a range of control variables as guided by previous studies (e.g., Besharov and Smith 2014; Lane et al.”

“For example, since leadership competencies were seldom used by the actors at the subsidiary, instead being encountered via directives issued by the HQ, they thus started to encounter an institutional alternative (Besharov & Smith, 2014).”

“Different logics are regarded as compatible when they imply consistent organizational actions (Besharov and Smith, 2014).”

“We apply an industrylevel approach in which the logics across and interrelationships between a number of organisations within the one industry or field are explored (Besharov and Smith, 2014).”

“In addition to organizations facing new logics in their environments, organizations are seen to embody different logics in their practices and structures, reflecting the field or industry in which they operate (Besharov & Smith, 2014; Greenwood et al., 2011; Kraatz & Block, 2008).”

“Thirdly, the operationalization of institutional logics as rules, practices and narratives leads us to modify the literature on the impact of the value commitment of organizational members (Skelcher and Smith 2015) and the degree of centrality of different institutional logics (Besharov and Smith 2014).”

“…within their structures and methodologies, aimed at navigating the complex demands of their milieu (Kraatz & Block, 2008; greenwood et al., 2011; Besharov & smith, 2014. scholars have identified these multifarious logics as either competing or offering conflicting alternatives (Zilber, 2002;…”