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

“Therefore, according to the model of Besharov and Smith (2014), commercial or Olesson et al. 237 professional logic interactions with the sustainability logic were either “dominant” or “estranged.””

“When an emerging logic replaces an existing logic and becomes a new dominant institutional logic, the advocates of this new logic have better legitimacy of means, and the goals behind it fit better with the requirements of the external institution (Besharov & Smith, 2014).”

“losing focus on one element of sustainability paradoxes or another (Besharov & Smith, 2014; Hahn et al., 2014; Van der Byl & Slawinski, 2015).”

“Safety professionals would bene fi t from exploring these dilemmas through the theory of multiple institutional logics (Besnharov & Smith, 2014; Bévort & Suddaby, 2016) and the theory of paradox in management science (Schad et al., 2016).”

“…Author: David Risi, University of St. Gallen, Girtannerstrasse 8, 9010 St. Gallen, Switzerland Email: david.risi@unisg.ch Risi 1411 From an institutional perspective, the main aim of business sustainability is to combine market logic with social welfare logic (Besharov & Smith, 2014).”

“Therefore 2005); logics contradiction, competition and multiplicity in organizations (Greenwood et al. 2010, Besharov and Smith 2014), etc.”

“…specifically examining environmental entrepreneurs—entrepreneurs that pursue ecological goals—presents a more nuanced picture and reveals that environmental entrepreneurs are motivated by financial and/or ecological reasons (York et al. 2016; Battilana and Lee 2014; Besharov and Smith 2014).”

“Institutional theorists argue that the acceptance of multiple logics in a group is contingent on the relative power of group members (Besharov & Smith, 2014).”

“In this paper we have showed that the organizational conditions or contexts for leadership are varied and characterized by different institutional logics (Besharov & Smith, 2014).”

“…approach to paradoxes are shaped by membership in organizational subgroups, as each subgroup has a different set of logics, practices, and identities that predisposes them to emphasize one pole over another when interpreting paradoxes (Besharov and Smith, 2014; Smith and Besharov, 2017).”

“In other words, the extent of internal carbon management practices depend on how the sustainability logic can manifest itself as a core feature that is central to the organizational functioning and is what Besharov and Smith [20] called the “centrality” of an institutional logic in the field.”

“Multiple institutional logics vary in their compatibility with and centrality to organizational functioning (Besharov & Smith, 2014).”

“…on the public–private continuum influences the need to perform public value tasks and the ability or inability to adopt and balance public value with other types of values (Van Der Wal 2008, Besharov and Smith 2014), a wide range of public client organizations in the study were included.”

“This may result in extensive conflict in what Besharov and Smith (2014) call a contested organization, where institutional logics are both central and incompatible.”

“Institutional logics theory assumes that organizations must respond appropriately to the pressures exerted (or the opportunities offered) by multiple institutional logics in their field, in order to maintain legitimacy in the eyes of stakeholders (Besharov and Smith, 2014).”

“Organizations and individuals actively respond by making varied strategic choices, leading to a diversity of, and sometimes multiple, logics within organizations (Besharov & Smith, 2014).”

“In this view, multiple logics contribute to differing and sometimes conflicting expectations among external and internal stakeholders regarding organizational behavior and performance (Besharov and Smith, 2014; Delbridge and Edwards, 2013; Ocasio et al., 2017; Pache and Santos, 2010, 2013).”

“Consistent with Doty and Glick (1994), we start with a simple typology derived from the identity literature, and the insight that firms can manage multiple identities (and their associated goals/missions) through integration or segregation (Albert & Whetten, 1985; Pratt & Foreman, 2000). From this, we derive three typ…”

“For instance, Binder (2007) found that numerous logics can be combined in a process of bricolage or what Besharov and Smith (2014) referred to as blending.”

“We argue that examining the interplay of multiple institutional logics (Besharov and Smith, 2014; Thornton et al., 2012) is a relevant lens to understand CSR initiatives in family SMEs.”

“Therefore, contextual interactions also entail multiple embedded theories, cognitive or symbolic systems [41, 47, 48].”

“…structure, also known as “for-profit social ventures” (FPSVs) (Dees & Anderson, 2003), face additional legitimacy concerns due to the fact that they seek to simultaneously improve societal welfare and generate profit (Battilana & Dorado, 2010; Battilana et al., 2012; Besharov & Smith, 2014).”

“…of new media technology, growing complexity and uncertainty often exacerbate the pressures on organizations to reconcile simultaneously competing internal and external demands and develop the organization’s strategic priorities (Greenwood et al., 2011; Besharov and smith, 2014; Smith, 2014).”

“Besharov and Smith (2014) and Song et al. (2018) concluded that the implementation of BT is one of the major decisions of the enterprises, which is not only affected by the development conditions and stages of the enterprises, but also by other important factors such as the nature of the manager,…”

“As a result, established organizations that embrace the market logic to better address customer needs and competitive pressures face internal conflict, which they must address (Besharov and Smith 2014).”

“This finding is relevant because we demonstrate the possibility of different performance logics’ coexistence, confirming the conclusion of several authors (Besharov & Smith, 2014; Lounsbury, 2007; Marquis & Lounsbury, 2007; Reay & Hinings, 2005).”

“Particularly when multiple values are equally central to organizational functioning and yet imply contradictory actions, the very core of the organization is continually contested (Besharov & Smith, 2014).”

“, 2013) Lack of agency and inability to blend logics (Currie and Spyridonidis, 2016) Tension between founder and ‘insider’ shareholders (Hartarska and Mersland, 2012) High centrality and low compatibility produce contested organizations (Besharov and Smith, 2014) Circumnavigating over conformity”

“In the language of Besharov and Smith (2014), the sharing and commercialization logics are both central to the functioning of the organization but, at the same time, incompatible as they prescribe contradictory courses of action.”

“The Annales School concepts and overall framework coincide with the general idea that organizations are complex entities, confronted with several institutional logics (Besharov & Smith, 2014; R. Greenwood, Raynard, Kodeih, Micelotta, & Lounsbury, 2011; Jones, Maoret, Massa, & Svejenova, 2012).”

“Each type of institution (e.g., religion, family, market, government), as mentioned concerning institutional logic, has its own logic when it comes to the relationship between society, organizations, and the individual) within itself (Besharov & Smith, 2014; Thornton et al., 2012).”

“Dominated by a polarized belief system, organizations with dogmatic frames only perceive a narrow portion of the information environment (Besharov & Smith, 2014; Kamat, 2004; Laasch, 2018; Slawinski & Bansal, 2015).”

“Yet, the coexistence of different logics potentially creates tensions for those firms (Besharov & Smith, 2014; Greenwood et al., 2011; Pacheco et al., 2010).”

“As seen from the IPS supervisors’ perspective they navigated between the demands set by the IPS fidelity scale and the demands from managers of mental health services (Besharov & Smith, 2014).”

“This inherently hybrid character imbues social entrepreneurship with tensions (Besharov and Smith, 2014).”

“Numerous studies have characterized the ways in which multiple institutional logics co-occur within organizations—often in competition and contestation with each other (e.g., [8, 29, 49, 52]).”

“While extant scholarship often focuses on two identities (e.g., Agrawal & Hockerts, 2019; Besharov & Smith, 2014; Jain et al., 2009; Pratt & Foreman, 2000; Ramarajan, 2014; Smith et al., 2010), we complement research on multiple identities and impact investing by responding to calls by scholars to…”

“Logics vary with respect to the degree to which they are compatible with each other (Besharov & Smith, 2014; Greenwood et al., 2011; Gümüsay et al., 2020).”

“When navigating the complexity of multiple and often competing institutional logics (Battilana and Dorado, 2010; Besharov and Smith, 2014; Zilber, 2002), organizational actors may face a dominant logic (Greenwood et al.”

“…of the environment grows, leaders of social enterprises experience increased pressures to manage embedded dualities and contradictory demands (e.g., Besharov & Smith, 2014; Kraatz & Block, 2008).2 Paradox theory offers meaningful insight into these challenges (Lewis, 2000; Smith & Lewis, 2011).”

“To overcome these limitations, organizations can engage in structural compartmentalization (Besharov & Smith, 2014), whereby different logics are housed in distinct sub-units and functions of the organization, and knowledge transfer is managed by boundary spanners who can navigate multiple logics.”

“It also might include how teachers bring logics into their work based on how compatible the identified logics are and how central they are to their identities (Besharov & Smith, 2014).”

“…core activities, stakeholders in these four groups satisfy the definition of a social enterprise: An organization established primarily to address a social problem while earning revenues to sustain itself financially (Battilana and Lee, 2014, Besharov and Smith, 2014, Dacin, Dacin, and Tracey, 2011).”