“Did You Notice That?” Theorizing Differences in the Capacity to Apprehend Institutional Contradictions

Voronov, Maxim; Yorks, Lyle

doi:10.5465/amr.2013.0152

Cited by 94 publications

(109 citation statements)

References 145 publications

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“…Thus, academics, who develop a variety of competencies in various institutional spheres, tend to display dispositions towards investing in certain institutional arrangements, which may be reflective of a relative competitive advantage of a given institution. This aligns with the arguments of Voronov and Yorks (2015), who have highlighted the nature of such institutional arrangements being imprinted in individual and institutional logics, and internalised in the form of durable dispositions.…”

Section: Discussionsupporting

confidence: 84%

Entrepreneurial practices in research-intensive and teaching-led universities

et al. 2016

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Section: Discussionsupporting

confidence: 84%

Entrepreneurial practices in research-intensive and teaching-led universities

et al. 2016

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“…As a result, actors come to question current arrangements (Seo and Creed, 2002) and gain confidence in their malleability (Voronov and Yorks, 2015). These analyses are less clear about how individuals envision novel directions for acting outside the boundaries of what is prescribed by existing logics.…”

Section: Institutional Logics As Resources For Embedded Agencymentioning

confidence: 99%

Combining Logics to Transform Organizational Agency

Dalpiaz¹,

Rindova

Ravasi

2016

Administrative Science Quarterly

166

146

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractTo understand how organizations combine conflicting institutional logics strategically to create and pursue new market opportunities, we conducted an in-depth longitudinal study of the multiple efforts of the Italian manufacturer of household goods Alessi to combine the logics of industrial manufacturing and cultural production. Over three decades, Alessi developed three different strategies to combine normative elements of the two logics, using each strategy to envision and pursue different market opportunities. By combining the logics of industrial manufacturing and cultural production, Alessi was able to envision new possibilities for value creation and to enact them through innovation in product design. The three strategies triggered a common set of mechanisms through which the purposeful combining of logics enabled the pursuit of opportunity, while each strategy structured the process differently. We develop a theoretical model linking the development of recombinant strategies to the dynamic restructuring of organizational agency and the related capacity to create and pursue new market opportunities. Our findings and theoretical insights advance understanding of the processes through which organizations challenge taken-forgranted beliefs and practices to create new market opportunities, use logics as resources to enable embedded agency, and design hybrid organizational arrangements.Keywords: institutional complexity, multiple institutional logics, hybrid organizations, opportunity creation, design innovation, cultural production. 3Research on institutional complexity has revealed the tensions that some organizations experience as they become exposed to conflicting prescriptions from different institutional logics, reflected in the expectations of multiple constituents (e.g., Binder, 2007;Purdy and Gray, 2009;Reay and Hinings, 2009) and/or understandings of organizational members (Glynn, 2000; Zilber, 2002). This research has related institutional complexity to intra-organizational conflicts (e.g., Glynn, 2000), internal resistance to change (e.g., Townley, 2002), and loss of audience support (D'Aunno, Sutton, and Price, 1991).Institutional logics are socially constructed, coherent, and integrated sets of "assumptions, values, beliefs and rules" (Thornton and Ocasio, 1999: 804) that give actors "organizing principles" prescribing legitimate ends and "the means by which those ends are achieved" (Friedland and Alford, 1991: 248). Researchers have increasingly shown that multiple logics coexist, and often compete, in governing a particular domain of activity (Thornton and Ocasio, 1999;Lounsbury, 2002Thornton, 2002;Marquis and Lounsbury, 2007;Smets et al., 2015), and scholarly attention has turned to the study of institutional complexity defined as the simultaneous operation of different logics that impose contradictory demands on an organization (Greenwoo...

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“…Indeed, the maturity of a person's psychosocial development can often be the difference between ethical and unethical treatment of organizational resources, colleagues and self (Voronov and Yorks 2015), as people's knowledge is forever mediated by their emotional and relational state (Voronov and Vince 2012). cost, quality, flexibility), as typically done in PMM, but also standards developed and exercised by subjects involved in the measurement process (e.g.…”

Section: Normative Principlesmentioning

confidence: 99%

Advancing Performance Measurement Theory by Focusing on Subjects: Lessons from the Measurement of Social Value

Beer

Micheli

2018

Int J Management Reviews

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Performance measurement and management (PMM) researchers have recently called for a closer inspection of social controls – the cultural and behavioural aspects of PMM inside organizations – as a complement to longstanding inquiries into technical controls – the rational and structural processes that enable measurement. The authors address this call by first reviewing the principal findings obtained in the field of social value measurement (SVM), which focuses on the measurement of how and to what extent individuals and groups perceive and realize subjective changes (i.e. in knowledge, access and health) from interactions with organizations. Subsequently, the authors distil the main characteristics of SVM research (i.e. the basic conceptualizations, stated purposes and normative principles). They find that SVM tends to highlight the importance of individual and group wellbeing and welfare, aim to understand how organizational actions influence these conditions, and focus on individuals’ lived experiences of measuring or being measured. In comparison, PMM research concentrates on technical controls, relies mainly on notions of systems and structured processes, and assumes people's behaviours are impacted by measures, but does not fully explore their responses. The authors argue that to acknowledge and integrate social aspects of PMM properly into research and practice, subjects – with their thoughts, emotions and experiences – should be included more explicitly in future studies and theorizations.

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“Did You Notice That?” Theorizing Differences in the Capacity to Apprehend Institutional Contradictions

Cited by 94 publications

References 145 publications

Entrepreneurial practices in research-intensive and teaching-led universities

Entrepreneurial practices in research-intensive and teaching-led universities

Combining Logics to Transform Organizational Agency

Advancing Performance Measurement Theory by Focusing on Subjects: Lessons from the Measurement of Social Value

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