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Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications
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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.
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“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
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“Elaborating on Greenwood and colleagues’ contention, Besharov and Smith (2014) propose that logic multiplicity (i.e., instantiations of multiple logics within organizations) arises based on two essential dimensions: logic centrality and logic compatibility.”
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Vertical and lateral dynamics of middle managers’ strategizing for institutional complexity
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“…as balanced in different constellations (Goodrick & Reay, 2011; Høiland & Klemsdal, 2022), characterized by different degrees of compatibility and contradiction (Besharov & Smith, 2014; Smets et al., 2015), and jurisdictional overlap and settlement (Gümüsay, Smets, & Morris, 2020; Raynard, 2016).”
Sinha, V. K., Arena, M., & Schiehll, E. (2024) · British Journal of Management · doi:10.1111/1467-8551.12865 · Cited by 5
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Situational Orders: Interaction Patterns and the Standards for Evaluating Public Discourse
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“…suggest people’s past experiences may increase their commitment to certain orders, and their interpersonal relationships with other group members may motivate them to find creative ways to make their preferred orders work together with others’ (Besharov and Smith 2014; Pache and Santos 2013).”
Backgroundvan Summeren, L. F. M., Wieczorek, A. J., Verbong, G. P. J., & Bombaerts, G. J. T. (2022) · Environmental Innovation and Societal Transitions · doi:10.1016/j.eist.2023.100761 · Cited by 13
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Toward Professionalization of the Strength and Conditioning Field
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Challenges of Organizations’ Adoption of Industrial IoT Platforms — Results of a Delphi Study
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“…firms focused on a straight pipeline business model for decades, the platform business requires them to transition to a services logic and accordingly change routines and open up more to leverage outside contributions and innovation [Besharov and Smith (2014); Altmann and Tushman (2017)].”
BackgroundBEGER, G. A. (2023) · Journal of the Knowledge Economy · doi:10.1007/s13132-023-01131-0 · Cited by 4
“Considering the prevalence of multiple logics in organizations and their significant impacts on organizations, it is critical to understand the problems arising in this area (Besharov & Smith, 2014; Lounsbury et al., 2021).”
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A compassion-centric behavioral agency perspective for organizations in times of crisis
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Rethinking Organizations and Society from Paradoxes
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Complexidade institucional no campo esportivo de Santos após implantação do Promifae
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Business Sustainability as a Context for Studying Hybridity
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“Third, the framework designed Besharov and Smith [15] proved to be a useful tool to indicate the degree of conflict within the organisation.”
BackgroundMethodInfluentialAshta, A., Estapé-Dubreuil, G., Hédou, J.-P., & Bourcieu, S. (2020) · doi:10.1002/jsc.2326 · Cited by 4
Organizational wrongdoing in courts of accounts
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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
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