Interactions between institutional logics and cultural dynamics in the public–private integration process

Thelisson, Anne-Sophie; Meïer, Olivier

doi:10.1177/0020852319891232

Cited by 5 publications

(6 citation statements)

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“…Organizational alignment with public, private or hybrid goals can differ regarding external and internal demands (Saz-Carranza and Longo, 2012; Peda and Vinnari, 2020). Scholars mobilize neo-institutional theory to address how these diverse logics can influence the legitimation of the organization toward internal and external stakeholders (Saz-Carranza and Longo, 2012; Nicholls and Huybrechts, 2016; Thelisson and Meier, 2020b). For example, scholars explore how organizations can maintain legitimacy in the face of competing institutional pressures or logics through institutional decoupling (Basu et al.…”

Section: Legitimation Processes In Public-private Merger Integration ...mentioning

confidence: 99%

“…Little is known about the specific role of CSR in driving dynamics from public or private logics during the M&A context and post-merger integration, even though some works have emphasized the importance of such logics (Greve and Zhang, 2017; Thelisson and Meier, 2020b). Thelisson and Meier (2020b) examined conflicting institutional demands in the context of a public–private merger. Greve and Zhang (2017) studied a merger involving a partially-privatized company moving away from state control (with societal goals) to increasingly private control (with profitability goals).…”

Section: Legitimation Processes In Public-private Merger Integration ...mentioning

confidence: 99%

“…Furthermore, scholars demonstrate that in public–private mergers, firms have to combine a state and an economic logic (Kostova et al. , 2008; Thelisson and Meier, 2020b). The authors demonstrate that in public–private mergers, managers need to balance pursuing a global social agenda and adapting to local demands (Kostova et al.…”

Section: Introductionmentioning

confidence: 99%

“…However, as underlined by Meglio (2019) the links between CSR and legitimation dynamics have received little attention, even if CSR is part of firms' strategy in gaining legitimacy from their stakeholders in an M&A context. Little is known about the role of CSR in triggering diverse dynamics from public or private logics during post-merger integration, even though some works have emphasized the importance of such logics (Greve and Zhang, 2017; Thelisson and Meier, 2020b). The objective of the study is to explore legitimation dynamics in a public–private integration process and to gain insights on the specific role of CSR in triggering those diverse logics.…”

Section: Introductionmentioning

confidence: 99%

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Corporate social responsibility as a legitimation strategy in a merger

Thelisson¹,

Meïer

2021

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PurposeThe objective of the study is to explore legitimation dynamics in a public–private integration process and to gain insights on the specific role of CSR in triggering public–private logics.Design/methodology/approachCorporate social responsibility (CSR) is part of firms' strategy in gaining legitimacy from their stakeholders in a merger context. However, little is known about the role of CSR in triggering diverse dynamics from public or private logics during post-merger integration. This study aims at exploring the specific role of CSR in triggering such diverse logics. A qualitative research design based on a single case study of a public–private merger of two French listed companies in the urban planning sector was opted for. The analysis was pursued in real time from the signing of the agreement and then over two years.FindingsThe results show that public–private legitimation is a process that proceeds in stages. The authors emphasize the key factors that characterize it: align on external concerns: reflecting societal and institutional pressures (public legitimation); readapt to make sense internally in relation to the merger through managerial innovation (private legitimation) and CSR as a form of corporate self-storying: combining the social and societal aspects of CSR within the organization (hybrid legitimation). Three major actions were identified in activating a CSR legitimation strategy: identifying and responding to local needs; building a unified brand, culture, and employee commitment to the organization; and creating sustainable programs.Research limitations/implicationsThe first major contribution is linked to triggers influencing legitimation dynamics and in particular the role of CSR operating as a legitimation strategy in the merger integration process. A second theoretical contribution is linked to the evolutionary nature of the post-merger integration process. The processual study shows how stakeholder legitimacy demands can escalate and change over time.Practical implicationsFirst, three major actions were identified as key steps in activating a CSR legitimation strategy (identifying and responding to local needs; building a unified brand, culture, and employee commitment to the organization; and creating sustainable programs). These missions can be understood as key steps for managers in implementing CSR within an organization in a post-merger integration context. Second, this study increases our comprehension of legitimation as a dynamic micro-process. The different stages described in the study can be considered by the managers involved in the merger process as learning experiences to understand the complex phenomenon that is the integration process.Originality/valueThis study enriches the legitimacy-as-process perspective in providing insights on the specific role of CSR in triggering public–private logics.

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Section: Legitimation Processes In Public-private Merger Integration ...mentioning

confidence: 99%

Section: Legitimation Processes In Public-private Merger Integration ...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Corporate social responsibility as a legitimation strategy in a merger

Thelisson¹,

Meïer

2021

Self Cite

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“…This distinction of types of organizations is particularly relevant in the context of a public-private merger because these organizations are shaped by very different logics (Thelisson & Meier, 2020). The interest or direct beneficiaries and the sources of authority-owners/ shareholders/State or public groups/individuals-differ depending on the nature of the public or private organization.…”

Section: Legitimation As a Complex Decision-making Process In Publimentioning

confidence: 99%

Public–private merger integration as a dynamic process of legitimation

Thelisson

Meïer²

2020

Strategic Change

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Legitimation during post‐merger integration is a challenging nonlinear process influenced by the key public, private, and hybrid dynamics. In contrast to the planned characterization of merger integration, legitimation is a nonlinear process. Legitimacy is crucial to organizational change, especially in the context of a merger; managers need to understand the oscillating dynamics from public and private logics during the integration period. The legitimation process during a merger comprises three key processes: public, private, and hybrid. These are tools for managers involved in a public–private integration.

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Toward a more complete understanding of institutional logic configuration in an merger project

Thelisson

2024

Strategic Change

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The frequency and scale of mergers and acquisitions (M&A) have significantly increased in the last two decades, in spite of continuous reports on their high failure rates. M&A scholars call for insights to be sought on the merger process to help understand the complexity of these operations and decrease their failure rate. M&A scholars advocate paying attention to institutional logics' configuration shaping a firm's decisions to grasp merger process complexity. Institutional studies show how specific logics have a powerful influence on the strategic decisions and priorities of organizations. Yet, few studies have empirically combined multiple levels by framing logics' configuration fostering specific strategic decisions. This study addresses this issue. Using a longitudinal case study, we analyze how institutional logics' configuration at organizational and inter‐organizational levels supports firms' strategic decisions to merge and to end the deal. We demonstrate that despite the alignment of logics at the organizational level, the multiplicity of logics at the inter‐organizational level led to deal failure.

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Interactions between institutional logics and cultural dynamics in the public–private integration process

Cited by 5 publications

References 38 publications

Corporate social responsibility as a legitimation strategy in a merger

Corporate social responsibility as a legitimation strategy in a merger

Public–private merger integration as a dynamic process of legitimation

Toward a more complete understanding of institutional logic configuration in an merger project

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