The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications
Open accessAbstract
Multiple institutional logics present a theoretical puzzle. While scholars recognize their increasing prevalence within organizations, research offers conflicting perspectives on their implications, causing confusion and inhibiting deeper understanding. In response, we propose a framework that delineates types of logic multiplicity within organizations, and we link these types with different outcomes. Our framework categorizes organizations in terms of logic compatibility and logic centrality and explains how field, organizational, and individual factors influence these two dimensions. We illustrate the value of our framework by showing how it helps explain the varied implications of logic multiplicity for internal conflict. By providing insight into the nature and implications of logic multiplicity within organizations, our framework and analysis synthesize the extant literature, offer conceptual clarity, and focus future research.
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
In the citing paper
“While the market-environment dichotomy offers parsimony and clarity, institutional theorists argue that the market and the environment are not mutually exclusive(Besharov & Smith, 2014).”
From Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research (2023) · cites this paper as Besharov & Smith, 2014
Citations
Cites
Strategic Responses to Institutional Processes
Oliver, C. (1991) · The Academy of Management Review · doi:10.5465/amr.1991.4279002 · Cited by 8,950
The System of Professions: An Essay on the Division of Expert Labor
Abbott, A. (1988) · doi:10.7208/chicago/9780226189666.001.0001 · Cited by 7,733
Managing the Rivalry of Competing Institutional Logics
Reay, T., & Hinings, C. R. (2009) · Organization Studies · doi:10.1177/0170840609104803 · Cited by 1,821
Kellogg, K. C., Orlikowski, W. J., & Yates, J. (2006) · Organization Science · doi:10.1287/orsc.1050.0157 · Cited by 802
Flagged first, then by citations
Research works printed but not linked: 85
- Andriopoulos C., 2009, Organization Science, 20, 696, 10.1287/orsc.1080.0406 · DOI · Paper page
- Barley S. R., 1991, Research in the Sociology of Organizations, 8, 1
- Battilana J., 2010, Academy of Management Journal, 53, 1419, 10.5465/AMJ.2010.57318391 · DOI
- Battilana J., Academy of Management Annals
- Battilana J., 2013, Keeping a foot in both camps: Understanding the drivers of social performance in hybrid organizations
- Bechky B. A., 2003, American Journal of Sociology, 109, 720, 10.1086/379527 · DOI
- Besharov M. L., Academy of Management Journal
- Binder A., 2007, Theory and Society, 36, 547, 10.1007/s11186-007-9045-x · DOI
- Creed W. E. D., 2010, Academy of Management Journal, 53, 1336, 10.5465/AMJ.2010.57318357 · DOI
- Cyert R. M., 1963, A behavioral theory of the firm
- Dacin M. T., 2011, Organization Science, 22, 1203, 10.1287/orsc.1100.0620 · DOI
- D'Aunno T., 1991, Academy of Management Journal, 34, 636, 10.2307/256409 · DOI
- Delbridge R., 2013, Organization Studies, 34, 927, 10.1177/0170840613483805 · DOI
- DiMaggio P., 1982, Media, Culture and Society, 4, 33, 10.1177/016344378200400104 · DOI
- DiMaggio P., 1997, Annual Review of Sociology, 23, 263, 10.1146/annurev.soc.23.1.263 · DOI · Paper page
- DiMaggio P., 1983, American Sociological Review, 48, 147, 10.2307/2095101 · DOI · Paper page
- Dunn M. B., 2010, Administrative Science Quarterly, 55, 114, 10.2189/asqu.2010.55.1.114 · DOI
- Durand R., 2012, Academy of Management Journal, 55, 1295, 10.5465/amj.2011.0345 · DOI
- Fiss P. C., 2013, Research in the Sociology of Organizations, 38, 1, 10.1108/S0733-558X(2013)0000038005 · DOI
- Freidson E., 1970, Professional dominance: The social structure of medical care
- Friedland R., 1991, The new institutionalism in organizational analysis, 232
- Glynn M. A., 2000, Organization Science, 11, 285, 10.1287/orsc.11.3.285.12496 · DOI
- Glynn M. A., 2005, Journal of Management Studies, 42, 1031, 10.1111/j.1467-6486.2005.00531.x · DOI
- Greenwood R., 2010, Organization Science, 21, 521, 10.1287/orsc.1090.0453 · DOI
- Greenwood R., 2011, Academy of Management Annals, 5, 317, 10.1080/19416520.2011.590299 · DOI · Paper page
- Greenwood R., 2006, Academy of Management Journal, 49, 27, 10.5465/AMJ.2006.20785498 · DOI
- Hallett T., 2006, Theory and Society, 35, 213, 10.1007/s11186-006-9003-z · DOI
- Haveman H. A., 1997, American Journal of Sociology, 102, 1606, 10.1086/231128 · DOI
- Heimer C. A., 1999, Law & Society Review, 33, 17, 10.2307/3115095 · DOI
- Jarzabkowski P., 2009, Institutional work: Actors and agency in institutional studies of organizations, 284, 10.1017/CBO9780511596605.011 · DOI
- Jay J., 2012, Academy of Management Journal, 56, 137, 10.5465/amj.2010.0772 · DOI
- Jones C., 2007, Handbook of career studies, 437, 10.4135/9781412976107.n22 · DOI
- Jones C., 2008, Journal of Organizational Behavior, 29, 1075, 10.1002/job.556 · DOI
- Jones C., 2012, Organization Science, 23, 1523, 10.1287/orsc.1110.0701 · DOI
- Jones C., 2013, Organization Studies, 34, 1099, 10.1177/0170840613492073 · DOI
- Kim T., 2007, Administrative Science Quarterly, 52, 286, 10.2189/asqu.52.2.286 · DOI
- Kistruck G. M., 2013, Academy of Management Journal, 56, 659, 10.5465/amj.2011.0336 · DOI
- Kostova T., 2008, Academy of Management Review, 33, 994, 10.5465/AMR.2008.34422026 · DOI
- Kraatz M., 2008, Handbook of organizational institutionalism, 243, 10.4135/9781849200387.n10 · DOI
- Lawrence T. B., 2006, Handbook of organization studies, 215, 10.4135/9781848608030.n7 · DOI · Paper page
- Lewis M., 2000, Academy of Management Review, 25, 760, 10.5465/amr.2000.3707712 · DOI
- Lok J., 2010, Academy of Management Journal, 53, 1305, 10.5465/AMJ.2010.57317866 · DOI
- Lounsbury M., 2007, Academy of Management Journal, 50, 289, 10.5465/AMJ.2007.24634436 · DOI
- Lounsbury M., 2007, Organization Studies, 28, 993, 10.1177/0170840607078111 · DOI
- March J. G., 1994, Primer on decision making: How decisions happen
- Marquis C., 2007, Academy of Management Journal, 50, 799, 10.5465/AMJ.2007.26279172 · DOI
- Mars M. M., 2009, Journal of Management Inquiry, 18, 4, 10.1177/1056492608328234 · DOI
- McPherson C. M., 2013, Administrative Science Quarterly, 58, 165, 10.1177/0001839213486447 · DOI
- Meyer J. W., 1977, American Journal of Sociology, 83, 340, 10.1086/226550 · DOI · Paper page
- Meyer J. W., 1983, Organizational environments: Ritual and rationality
- Murray F., 2010, American Journal of Sociology, 116, 341, 10.1086/653599 · DOI
- Pache A., 2010, Academy of Management Review, 35, 455, 10.5465/AMR.2010.51142368 · DOI
- Pache A., 2013, Research in the Sociology of Organizations, 39, 3, 10.1108/S0733-558X(2013)0039B014 · DOI
- Pache A., 2013, Academy of Management Journal, 56, 972, 10.5465/amj.2011.0405 · DOI
- Pfeffer J., 1978, The external control of organizations: A resource dependence perspective
- Porter M. E., 2006, Harvard Business Review, 84, 78
- Pratt M. G., 2000, Academy of Management Review, 25, 18, 10.5465/amr.2000.2791601 · DOI
- Purdy J. M., 2009, Academy of Management Journal, 52, 355, 10.5465/AMJ.2009.37308255 · DOI
- Rao H., 2005, American Sociological Review, 70, 968, 10.1177/000312240507000605 · DOI
- Reay T., 2005, Organization Studies, 26, 351, 10.1177/0170840605050872 · DOI
- Sauder M., 2008, Administrative Science Quarterly, 53, 209, 10.2189/asqu.53.2.209 · DOI
- Selznick P., 1949, TVA and the grass roots: A study in the sociology of formal organization
- Selznick P., 1957, Leadership in administration: A sociological interpretation
- Seo M., 2002, Academy of Management Review, 27, 222, 10.5465/amr.2002.6588004 · DOI
- Sgourev S. V., 2011, Theory and Society, 40, 385, 10.1007/s11186-011-9144-6 · DOI
- Smets M., 2012, Academy of Management Journal, 55, 877, 10.5465/amj.2010.0013 · DOI
- Smith W. K., Academy of Management Journal
- Smith W. K., 2013, Business Ethics Quarterly, 23, 407, 10.5840/beq201323327 · DOI
- Smith W. K., 2011, Academy of Management Review, 36, 381
- Smith W. K., 2005, Organization Science, 16, 522, 10.1287/orsc.1050.0134 · DOI
- Stark D., 1996, American Journal of Sociology, 101, 993, 10.1086/230786 · DOI
- Starr P., 1982, The social transformation of American medicine
- Suddaby R., 2010, Journal of Management Inquiry, 19, 14, 10.1177/1056492609347564 · DOI
- Thornton P. H., 2002, Academy of Management Journal, 45, 81, 10.2307/3069286 · DOI
- Thornton P. H., 2004, Markets from culture: Institutional logics and organizational decisions in higher education publishing, 10.1515/9781503619098 · DOI
- Thornton P. H., 2005, Research in the Sociology of Organizations, 23, 125, 10.1016/S0733-558X(05)23004-5 · DOI
- Thornton P. H., 1999, American Journal of Sociology, 105, 801, 10.1086/210361 · DOI
- Thornton P. H., 2008, Handbook of organizational institutionalism, 100
- Thornton P. H., 2012, The institutional logics perspective: A new approach to culture, structure and process, 10.1093/acprof:oso/9780199601936.001.0001 · DOI
- Townley B., 1997, Organization Studies, 18, 261, 10.1177/017084069701800204 · DOI
- Townley B., 2002, Academy of Management Journal, 45, 163, 10.2307/3069290 · DOI
- Tracey P., 2011, Organization Science, 22, 60, 10.1287/orsc.1090.0522 · DOI
- Wry T., 2011, Status in management and organizations, 155
- Yunus M., 2011, New York Times, A23
- Zilber T. B., 2002, Academy of Management Journal, 45, 234, 10.2307/3069294 · DOI
Cited by
Sorted by citations
Items 501–600 of 1,001
Ngoye, B., Sierra, V., & Ysa, T. (2018) · Public Administration Review · doi:10.1111/puar.13006 · Cited by 14
Seet, P., Jones, J., Acker, T., & Jogulu, U. (2018) · International journal of human resources management · doi:10.1080/09585192.2018.1528556 · Cited by 13
“The terms “commercial” logics and “social welfare” logics follow Besharov and Smith (2014) and Wry and York (2017), in that they are based on the concept of institutional logics, which are socially constructed groups of tangible practices, beliefs, values and assumptions that mould cognition and…”
BackgroundFlexible budgeting influence on organizational inertia and flexibility
Oyadomari, J., Afonso, P., Dultra-de-Lima, R. G., Mendonça, O. R. R., & Righetti, M. C. G. (2018) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-06-2017-0153 · Cited by 13
Ammar, S. F. (2025) · International Journal of Accounting Information Systems · doi:10.1016/j.accinf.2025.100728 · Cited by 13
Purchasers as boundary spanners: Mapping purchasing agents' persuasive orientations
Vesalainen, J., Rajala, A., & Wincent, J. (2020) · Industrial Marketing Management · doi:10.1016/j.indmarman.2019.07.007 · Cited by 13
How B Corps Are Hybrid? Unpacking Hybridity in Social Enterprises
Boni, L., Fini, R., & Toschi, L. (2025) · Business Strategy and the Environment · doi:10.1002/bse.4187 · Cited by 12
Xiao, T., Chan, H., Ni, W.-B., & Tan, K. H. (2024) · Journal of business research · doi:10.1016/j.jbusres.2024.114792 · Cited by 12
Fu, J., & Yan, S. (2024) · Business & Society · doi:10.1177/00076503241274029 · Cited by 12
Zhang, Y., Pinkse, J., & McMeekin, A. (2024) · Strategic Organization · doi:10.1177/14761270241246603 · Cited by 13
“First, we improve understanding of the governance of peer relationships and uncover which governance configurations achieve relative stability (Altman et al., 2022; Benkler, 2017).”
InfluentialBeing Dr. Jekyll and Mr. Hyde: Role-Based Identity Foils in Organizational Life
Ashforth, B., Schinoff, B. S., Rogers, K., & Lange, D. (2023) · Organization science (Providence, R.I.) · doi:10.1287/orsc.2023.1666 · Cited by 12
The Dual Nature of Multilateral Development Banks
Peitz, L. (2023) · Cambridge University Press eBooks · doi:10.1017/9781009392297 · Cited by 24
The Potential of Futures Literacy for Impact-Oriented Business Schools
Spanjol, J., Rosa, A. B., Schirrmeister, E., Dahl, P., Domnik, D., Lindner, M., de la Cruz, M., & Kuhlmann, J. (2022) · Futures · doi:10.1016/j.futures.2022.103084 · Cited by 12
Leite, E., & Ingstrup, M. (2022) · Industrial Marketing Management · doi:10.1016/j.indmarman.2022.09.019 · Cited by 12
Mullins, M., Himly, M., Rodríguez-Llopis, I., Furxhi, I., Hofer, S., Hofstätter, N., Wick, P., Romeo, D., Kuehnel, D., Siivola, K., et al. (2022) · Environment Systems & Decisions · doi:10.1007/s10669-022-09870-2 · Cited by 16
“We move forward on the question “how to navigate the selection of tools to address RG challenges” by being aware of the presence of multiple “logics” in the field of NM decision-making and governance (Besharov and Smith 2014; Granqvist and Ritvala 2016).”
BackgroundModern slavery, accountability and technology: evidence from a West Asian context
Diab, A. (2022) · Journal of Accounting in Emerging Economies · doi:10.1108/jaee-05-2021-0149 · Cited by 12
Boone, C., Özcan, S., & Li, J. (2021) · Journal of Management Studies · doi:10.1111/joms.12788 · Cited by 12
“While Islamic and conventional banking logics are highly incompatible and value- laden, other types of institutional logics may not be so (Besharov and Smith, 2014).”
BackgroundManagement in social enterprises—Management style, challenges, and strategies
Yaari, M., Blit-Cohen, E., & Savaya, R. (2020) · doi:10.1177/0306307020919529 · Cited by 12
Lunt, N., Bainbridge, L., & Rippon, S. (2020) · Journal of Social Work · doi:10.1177/1468017320918174 · Cited by 12
“These broad missions – of well-being and civic participation – are competing logics seen as socially constructed and enduring assumptions and practices (Besharov & Smith, 2014), with distinct implications for resourcing, organising, delivering and measuring success within Local Authority settings.”
BackgroundInfluentialNissen, R., & Wagner, U. (2020) · Managing Sport and Leisure · doi:10.1080/23750472.2020.1727356 · Cited by 21
Changing institutional logics and implications for supply chains: Ethiopian rural water supply
Annala, L., Polsa, P., & Kovács, G. (2019) · Supply Chain Management · doi:10.1108/scm-02-2018-0049 · Cited by 12
Steinbach, M., & Süß, S. (2018) · Information Polity · doi:10.3233/ip-170037 · Cited by 12
“To analyze the hybridity of institutional logics, we adapted two analytical categories of centrality and compatibility (Besharov & Smith, 2014): First, interviewees reflect the centrality of logics by describing whether they “are each treated as equally valid and relevant” (p. 369).”
Kulkarni, L. (2017) · doi:10.1007/s40847-018-0049-3 · Cited by 12
“The literature shows that the configurations of the logics of MFIs can change over time, and the change can be affected by organizational practices, individual managers, member pressure groups having conflicting logics (Im and Sun 2015; Besharov and Smith 2014; Battilana and Lee 2014).”
BackgroundInfluentialDaudigeos, T., & Valiorgue, B. (2018) · doi:10.7202/1060898ar · Cited by 12
“…its members successfully ensure the coexistence of heterogeneous principles of action currently lies at the heart of neo-institutional theory (NIT) (Battilana & Dorado, 2010; Besharov & Smith, 2014; Lounsbury & Boxenbaum, 2013; McPherson & Sauder, 2013; Smets, Jarzabkowski, Burke, & Spee, 2015) .”
BackgroundBeyond Ownership As Usual: The Implications of Steward-Ownership For Management Research
Manelli, L., Pek, S., Waldkirch, M., Hachigian, H., Jamal, A. C., Thomsen, S., Besharov, M., Hand, M. C., Segrestin, B., Levillain, K., et al. (2026) · doi:10.1177/10564926251357812 · Cited by 11
“…emerge between social and economic objectives could be less damaging for the steward-owned fi rm compared to dual-purpose companies (Battilana et al., 2022), as the alignment between the two objectives is higher, and “ impl[ies] consistent organizational actions ” (Besharov & Smith, 2014, p. 365).”
Self-citationGoldschmeding, F., Kemp, R., Vasseur, V., & Scholl, C. (2025) · Sustainability Science · doi:10.1007/s11625-025-01660-4 · Cited by 11
“This is in line with previous studies (Franco-Torres et al. 2021; Greenwood et al. 2010; Besharov and Smith 2014) that highlight how organizations are often under the influence of competing institutional logics that are sometimes incompatible.”
InfluentialEmployee emotional investment: An institutional logic perspective
Shulga, L. V., & Busser, J. A. (2024) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2024.103841 · Cited by 10
Stevenson, L., Honingh, M. E., & Brandsen, T. (2024) · Organization Theory · doi:10.1177/26317877241257209 · Cited by 14
“In other words, in situations of institutional complexity, even if different logics faced by actors are incompatible on paper, they would only perceive this incompatibility if the different logics they face are at least to some degree central to them (Besharov & Smith, 2014).”
InfluentialCossey, J., Billiet, A., Dufays, F., & Bruneel, J. (2023) · Journal of Business Ethics · doi:10.1007/s10551-023-05581-z · Cited by 11
“This is especially relevant when conflicting institutional logics are found to be central to the organization’s functioning, a situation referred to as contested hybridity (Besharov & Smith, 2014).”
Framing conflicting demands and strategies for managing hybridity in social enterprises
Bojica, A. M., & Martínez‐del‐Río, J. (2023) · Entrepreneurship and Regional Development · doi:10.1080/08985626.2023.2223610 · Cited by 14
Gilbert, D. U., Rasche, A., Schormair, M. J. L., & Singer, A. A. (2023) · Business Ethics Quarterly · doi:10.1017/beq.2022.35 · Cited by 16
“Battilana et al. (2018) suggest that insights from research on hybrid organizing (Battilana & Lee, 2014; Besharov & Smith, 2014) show that deliberation within the firm can assist organizations to navigate the tensions between financial and social objectives.”
BackgroundReyes, G. D. L., & Scholz, M. (2022) · Journal of Business Ethics · doi:10.1007/s10551-022-05115-z · Cited by 11
“Moreover, as organizational research shows in abundance, organizations are not motivated by one reason at a time (e.g., profit maximization), but by bundles of sometimes even contradicting reasons and commitments (Besharov & Smith, 2014; Smith & Besharov, 2019; see generally Bower, 1970).”
BackgroundWhat’s Love Got to Do with It? Religion and the Multiple Logic Tensions of Social Enterprise
Borquist, B. R. (2021) · Religions · doi:10.3390/rel12080655 · Cited by 12
“Responses to Inter-Logic Tensions Scholars have identified three generic organisational responses to multiple, contrasting logic prescriptions: differentiating, integrating and accepting paradox (Battilana et al. 2017; Besharov and Smith 2014; Smith et al. 2017).”
BackgroundInfluentialMartinez, F. (2021) · Business Strategy and the Environment · doi:10.1002/bse.2822 · Cited by 8
Who’s Got The Time? Temporary Organising Under Temporal Institutional Complexity
Pemsel, S., & Söderlund, J. (2020) · Research in the sociology of organizations · doi:10.1108/s0733-558x20200000067012 · Cited by 14
Sharp, Z. (2020) · Business & Society · doi:10.1177/0007650320927336 · Cited by 11
“Recently, a new stream of research has emerged, in the form of what might be described as a structuralist model of institutional complexity, which appears to represent a fresh challenge to the agentic orientation (Besharov & Smith, 2014; Jancsary et al., 2017; Raynard, 2016; Waldorff et al., 2013).”
BackgroundHeyse, L., Morales, F. N., & Wittek, R. P. M. (2019) · Disasters · doi:10.1111/disa.12419 · Cited by 12
“More generally, the analysis confirms that humanitarian aid organisations need to have capabilities to manage several internal and external control and flexibility dimensions simultaneously in their endeavour to realise multiple demands (Besharov and Smith, 2014; Smith and Lewis, 2014).”
BackgroundBryant, M., & Higgins, V. (2019) · Australian Journal of Management · doi:10.1177/0312896219867997 · Cited by 13
“…have been discussed in the context of the institutional complexity that arises from their often competing or conflicting nature (see, for example, Besharov and Smith, 2014; Bévort and Suddaby, 2016; Reay and Hinings, 2009; Thornton and Ocasio, 2008), particularly when ‘organizations face . . .…”
BackgroundCasasnovas, G., & Ventresca, M. J. (2019) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0733-558x20190000058009 · Cited by 11
Governance lessons from an interorganizational health information system implementation in Ethiopia
Gebre-Mariam, M. (2018) · Electronic Journal of Information Systems in Developing Countries · doi:10.1002/isd2.12045 · Cited by 11
Women in Latin American Family Businesses: An Institutional Logics Perspective
Samara, G., Lapeira, M., & Kundu, S. K. (2018) · Academy of Management Proceedings · doi:10.5465/ambpp.2018.12770abstract · Cited by 11
The Social Construction of Workarounds
Dunford, B. B., & Perrigino, M. B. (2018) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0742-618620180000024003 · Cited by 11
Different Shades of Green: Environment Uncertainty and the Strategies of Hybrid Organizations
Almandoz, J., Lee, M. K. O., & Marquis, C. (2017) · doi:10.1108/s0733-558x20170000050002 · Cited by 11
“The presence and distribution of this representation is likely to shape the organization’s strategic direction (Besharov & Smith, 2014; Pache & Santos, 2010).”
BackgroundHow bibliometric evaluation makes the academia an ‘Iron Cage’: Evidence from Chinese academics
Jin, E.-X., & Jiang, X.-G. (2024) · Research Evaluation · doi:10.1093/reseval/rvae031 · Cited by 11
The future of global virtual work: Toward an interdisciplinary and integrative research agenda
Blay, T., Schöbel, S., Heubeck, T., Reinwald, M., Lanzl, J., Froese, F. J., Tenzer, H., Presbitero, A., Stein, M., Taras, V., et al. (2026) · German Journal of Human Resource Management Zeitschrift für Personalforschung · doi:10.1177/23970022261436919 · Cited by 8
Johannessen, B. I. (2025) · Government Information Quarterly · doi:10.1016/j.giq.2025.102057 · Cited by 10
Yang, W. (2025) · Public Administration Review · doi:10.1111/puar.70013 · Cited by 10
“However, divergent strategies and practices among organizations may result from the combinations of multiple institutional logics at varying levels (Besharov and Smith 2014).”
Audretsch, D., Belitski, M., Fiedler, A., & Meurer, M. M. (2025) · Small Business Economics · doi:10.1007/s11187-025-01069-4 · Cited by 10
Jones, J., & Murray, A. (2025) · Journal of Management Studies · doi:10.1111/joms.13233 · Cited by 10
Institutionalizing Sustainability: The Role of Multiple Logics in B Corp Course Integration
Lähteenkorva, M. (2024) · Journal of Business Ethics · doi:10.1007/s10551-024-05851-4 · Cited by 10
“Centrality, conversely, refers to the extent to which a particular logic is integral to an organization’s identity and operations (Besharov & Smith, 2014).”
InfluentialBug or feature? Institutional misalignments between construction technology and venture capital
Walzer, A., Tan, T., Graser, K., & Hall, D. M. (2024) · Construction Management and Economics · doi:10.1080/01446193.2024.2401818 · Cited by 10
“Such inquiry aligns with the recommendations of Besharov and Smith (2014), who advocate for management research to explore institutional misalign-ments and their impacts across various organizational and sectoral contexts.”
Managing Social Impact Bonds: Intermediary Work and Designing Institutional Infrastructure
Logue, D. M., Höllerer, M. A., Clegg, S., Millner, R., & Jebabli, J. (2024) · Journal of Management Inquiry · doi:10.1177/10564926241274328 · Cited by 9
“Opportunities to innovate arise by learning about and borrowing ideas from other domains (Besharov & Smith, 2014; Phillips et al., 2000; Tracey et al., 2011) or creating new hybrid practices (Mair et al., 2015).”
Identity in and of Organizations: Docents’ Guide Through the Academy of Management Journals
Pratt, M. G., Hedden, L. N., Khan, H., Sala, G., & Sciarappa, S. L. (2024) · Academy of Management collections. · doi:10.5465/amc.2022.0005 · Cited by 11
Hybrid board governance: Exploring the challenges in implementing social impact measurements
Banerjee, A., Carlsson‐Wall, M., & Nordqvist, M. (2024) · The British Accounting Review · doi:10.1016/j.bar.2024.101359 · Cited by 14
Rahman, S., Burns, P., Cox, J. W., & Alam, Q. (2024) · Public Administration and Development · doi:10.1002/pad.2036 · Cited by 14
Jewer, J., Jugdev, K., & Amini, M. (2023) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-08-2022-0185 · Cited by 10
Resisting institutionalized corruption: The case of public audit in Nigeria
Abdul-Baki, Z., Diab, A., & Kadir, A. (2022) · Journal of Accounting and Public Policy · doi:10.1016/j.jaccpubpol.2022.107052 · Cited by 10
Conceição, A., Picoito, C., & Major, M. (2022) · Public Money & Management · doi:10.1080/09540962.2022.2133202 · Cited by 9
“According to Besharov and Smith (2014), close relationships create the motivation to face multiple logics in more compatible ways.”
BackgroundMethodInfluentialSocial visibility and substance in corporate social sustainability disclosures
Pollach, I., & Schaper, S. (2022) · Corporate Communications. An International Journal · doi:10.1108/ccij-02-2022-0013 · Cited by 10
Levänen, J., Lindeman, S., Halme, M., Tervo, M., & Lyytinen, T. (2021) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2021.121443 · Cited by 10
Ferreira, D. V. D. S., Rossoni, L., & de Oliveira, C. R. (2022) · Revista de Administración Pública · doi:10.1590/0034-761220210122 · Cited by 10
Fair value accounting: epistemic commitment and resistance
Maroun, W., & van Zijl, W. (2021) · Accounting forum · doi:10.1080/01559982.2021.1941568 · Cited by 10
Yee, W.-H., & van Thiel, S. (2020) · International Journal of Public Sector Management · doi:10.1108/ijpsm-02-2020-0037 · Cited by 10
Logics, complexities and paradoxical tensions: management controls in a clustered firm
Damayanthi, S., Gooneratne, T. N., & Jayakody, J. A. S. K. (2020) · Accounting Auditing & Accountability Journal · doi:10.1108/aaaj-06-2019-4030 · Cited by 16
Orchestrating institutional complexity and performance management in the performing arts
Knardal, P. S. (2019) · Financial Accountability and Management · doi:10.1111/faam.12223 · Cited by 12
Professionalization and Hybridization Dynamics of Social Enterprises
Chatterjee, D., Subramanian, B., & Hota, P. K. (2020) · VOLUNTAS International Journal of Voluntary and Nonprofit Organizations · doi:10.1007/s11266-020-00217-6 · Cited by 10
Understanding the Microfoundations of Government–Civil Society Relations
Waardenburg, M. (2020) · VOLUNTAS International Journal of Voluntary and Nonprofit Organizations · doi:10.1007/s11266-020-00221-w · Cited by 11
The Dynamic Process of Ambidexterity in Eco-Innovation
Alos-Simo, L., Verdú-Jóver, A., & Gómez-Gras, J. (2020) · Sustainability · doi:10.3390/su12052023 · Cited by 10
Why Worry? Celebrating and Reformulating “Integrative Institutionalism”
Steele, C. W. J., Toubiana, M., & Greenwood, R. (2019) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0733-558x2019000065b027 · Cited by 10
Schweitzer, R. (2019) · IMISCOE research series · doi:10.1007/978-3-030-25089-8_7 · Cited by 14
“Another important insight stemming from organisation studies is that organisational actors and their actions are always embedded within certain (although sometimes multiple) institutional logics (Besharov and Smith 2013; Lindberg 2014; Meyer and Rowan 1977; Reay and Hinings 2009; Scott 2001).”
BackgroundIdentity reflexivity: a framework of heuristics for strategy change in hybrid organizations
Greco, A., Long, T., & de Jong, G. (2019) · Management Decision · doi:10.5465/ambpp.2019.14778abstract · Cited by 10
Ng, A., Leung, T. C. H., & Tsang, A. K. T. (2018) · Journal of Population Ageing · doi:10.1007/s12062-018-9235-5 · Cited by 10
Ngoye, B., Sierra, V., Ysa, T., & Awan, S. (2018) · International Public Management Journal · doi:10.1080/10967494.2018.1495672 · Cited by 14
“Second, we assumed that whereas individuals may not always be conscious of the multiple institutional logics they hold (Besharov and Smith 2014:366), the influence of these logics will manifest in observable action (Greenwood and Hinings 1993).”
BackgroundJung, J., & Mun, E. (2017) · Organization Studies · doi:10.1177/0170840616677631 · Cited by 13
“Although it may allow firms to have more leeway, the strategic choice made by firms may remain controversial and fail to be institutionalized (Besharov & Smith, 2014).”
BackgroundDynamic Ambidexterity: Proposal of a Theoretical and Hypothetical Model
Frogeri, R., Portugal, P. D. S., Piurcosky, F., Sanacato, V., de Calle, J. L., Gazzola, S., & de Oliveira, F. F. (2022) · Revista de Administração Contemporânea · doi:10.1590/1982-7849rac2022210088.en · Cited by 10
Data element resource supply and enterprise green innovation quality
Yang, C., & Hu, Z. (2025) · International Review of Financial Analysis · doi:10.1016/j.irfa.2025.104839 · Cited by 9
Selseleh, M., Fragomeni, P., & Gulseren, D. B. (2024) · Human Resource Development International · doi:10.1080/13678868.2024.2397603 · Cited by 12
“…can vary in size (e.g. small businesses, large corporations) (Matthew et al., 2015), type (e.g. government organisations, private companies, non-governmental organisations, unionised or non-unionised sectors), and hierarchical structures (e.g. flat, highly hierarchical) (Besharov & Smith, 2014).”
Hoque, Z., & Kaufman, M. (2024) · Accounting, Auditing & Accountability Journal · doi:10.1108/aaaj-07-2023-6554 · Cited by 9
Xing, Z., Fang, D., Huang, J., Zhao, Y., Wang, L., Wang, J., & Zhang, R. (2024) · Travel Behaviour & Society · doi:10.1016/j.tbs.2024.100739 · Cited by 9
Amoah, P., & Eweje, G. (2023) · Social Responsibility Journal · doi:10.1108/srj-11-2022-0480 · Cited by 9
Cappellaro, G., Compagni, A., & Dacin, M. (2023) · Organization Studies · doi:10.1177/01708406231187084 · Cited by 9
“A core focus of analysis, indeed, has been on how hybrids emerge and institutionalize as novel organizational forms (Huybrechts & Haugh, 2018) and under which conditions such hybridity is sustained (Besharov & Smith, 2014; Ramus et al., 2017; Raynard, 2016).”
BackgroundParadoxes Within the Management of Volunteers
la Cour, A., Hustinx, L., & Eliasoph, N. (2023) · VOLUNTAS - International Journal of Voluntary and Nonprofit Organizations · doi:10.1007/s11266-023-00578-8 · Cited by 9
“Others argue that paradoxes stem from the complexity and multiplicity of different working process and designs (Besharov & Smith, 2014), or from discordant roles that must be performed simultaneously (Michaud & Andebraud, 2022).”
BackgroundInstitutional Hegemony of a Logic Within a Cross-Sector Partnership
Harsman, B. (2023) · Business & Society · doi:10.1177/00076503231167568 · Cited by 7
“…colleagues’ (2019) call for comparably sampling a government-promoted CSP in an urban context and by turning attention to institutional work contributing to a high level of institutional coherence (Vurro et al., 2010) and the enduring dominance of one institutional logic (Besharov & Smith, 2014).”
BackgroundMcCarthy, A. M., Garavan, T. N., Holland, D., Carbonell, K. B., Virtanen, T., Kane, P. O., & Wart, M. V. (2022) · Public Management Review · doi:10.1080/14719037.2022.2133160 · Cited by 9
“…and New Zealand (one in each country), as a long-standing public sector setting in which HR actors have adopted the bureaucratic principles of HR over half a century but have needed to adopt to new principles and ‘grapple with divergent goals, values, and identities’ (Besharov & Smith, 2014: 391).”
BackgroundInfluentialEntry Points: Gaining Momentum in Early-Stage Cross-Boundary Collaborations
Orbegozo, E. F. M., de Jong, J., Bowles, H. R., Edmondson, A. C., Nahhal, A., & Cox, L. (2022) · The Journal of Applied Behavioral Science · doi:10.1177/00218863221118418 · Cited by 12
Ulybina, O., Ferrer, L. P., & Alasuutari, P. (2022) · International Sociology · doi:10.1177/02685809221094687 · Cited by 9
“The presence of multiple logics can lead to various organizational outcomes (Besharov and Smith, 2014).”
BackgroundKeij, L., & van Kranenburg, H. (2022) · Journalism · doi:10.1177/14648849221105721 · Cited by 8
“However, within such a dynamic learning environment, like the news media industry, organizational members will experience boundaries due to the existence of different or con fl icting institutional logics (Akkerman and Bakker, 2011; Besharov and Smith, 2014).”
BackgroundRasmussen, L. G., Skjerning, H. T., & Burau, V. (2022) · International Journal of Sociology and Social Policy · doi:10.1108/ijssp-01-2022-0027 · Cited by 14
Managerial coaching: a paradox-based view
Dhar, U. (2022) · Leadership & Organization Development Journal · doi:10.1108/lodj-07-2021-0326 · Cited by 20
A Social Enterprise’s Hybridising Journey to Reconcile Goals and Structure with Identity
Kurland, N. B., & Schneper, W. (2021) · Journal of Social Entrepreneurship · doi:10.1080/19420676.2021.1995029 · Cited by 9
“Logics can manifest as core or peripheral to an organisation ’ s functioning (Besharov and Smith 2014).”
BackgroundExploring the triggering process of a cancer care reform in three Scandinavian countries
Mæhle, P. M., Hajdarević, S., Håland, E., Aarhus, R., Smeland, S., & Mørk, B. E. (2021) · The International Journal of Health Planning and Management · doi:10.1002/hpm.3278 · Cited by 9
“There was a demand for both compatibility and centrality, 31 defining a critical juncture.”
BackgroundOrganizational Learning Under Institutional Complexity: Evidence from Township Clusters in China
You, S.-Y., Zhou, A. J., Zhou, S., Jia, L., & Wang, C.-Q. (2021) · Management and Organization Review · doi:10.1017/mor.2021.16 · Cited by 9
“Despite prior advances, research has provided limited insights into how the coexistence of multiple logics influences organizational behaviors and outcomes (Besharov & Smith, 2014).”
BackgroundInfluentialMeyer, R. E., Jancsary, D. C., & Höllerer, M. A. (2021) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0733-558x20200000070005 · Cited by 15
Mallasvik, M. L., & Martins, J. T. (2020) · Journal of Documentation · doi:10.1108/jd-08-2020-0135 · Cited by 14
A Paradoxical Approach to Hybridity: Integrating Dynamic Equilibrium and Disequilibrium Perspectives
Smith, W. K., & Cunha, M. P. E. (2020) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0733-558x20200000069005 · Cited by 16
Self-citationBergfeld, A., Plagmann, C., & Lutz, E. (2020) · VOLUNTAS International Journal of Voluntary and Nonprofit Organizations · doi:10.1007/s11266-020-00289-4 · Cited by 9
Mansfield, E. D., Sandercock, J., Dowedoff, P., Martel, S. L., Marcinow, M. L., Shulman, R. W., Parks, S., Peters, M.-L., Versloot, J., Kerr, J., et al. (2020) · Journal of Integrated Care · doi:10.1108/jica-12-2019-0051 · Cited by 10
Managing making and makers in open-access craft studios: the case of Turning Earth
England, L. (2020) · Social enterprise journal · doi:10.1108/sej-03-2019-0014 · Cited by 9
Galuppo, L., Gorli, M., Alexander, B. N., & Scaratti, G. (2019) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0897-301620190000027010 · Cited by 12
Founding logics, technology validation, and the path to commercialization
Ciuchta, M. P., Miner, A. S., Kim, J.-Y., & O’Toole, J. (2017) · International Small Business Journal Researching Entrepreneurship · doi:10.1177/0266242617741534 · Cited by 9
“The subjective meaning of endorsements, we argue, depends on the specific founding logic of the firm (Baron et al., 1999; Besharov and Smith, 2014; Shahriar et al., 2016), which in turn influences the commercialization path of the firm.”
Background
Metadata
- Authors
- Besharov, M. L., & Smith, W. K.
- Affiliations
- Cornell University
- University of Delaware (US)
- ORCID
- Smith, Wendy K.
- Venue
- Academy of Management Review
- Publisher
- Academy of Management
- Published
- 2014-07
- Volume
- 39
- Issue
- 3
- Pages
- 364-381
- ISSN
- 0363-7425 (ISSN-L)
- 1930-3807
- OpenAlex
- W2078862672
- Cited by
- 1,571
- References
- 0
- Citations by year
- 2026: 196 · 2025: 148 · 2024: 198 · 2023: 135 · 2022: 167 · 2021: 133 · 2020: 139 · 2019: 123 · 2018: 105 · 2017: 93 · 2016: 78 · 2015: 42 · 2014: 10
- FWCI
- 91.24
- Type
- journal article
- Language
- en
- Open access
- green
- udspace.udel.edu
- Locations
- Academy of Management Review (publishedVersion)
- Library, Museums and Press - UDSpace (University of Delaware) (submittedVersion)
- eCommons (Cornell University) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Strategy and Culture
- Keywords
- multiple institutional logics, organizational conflict, institutional theory, organizational outcomes, field effect, personal factors
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review