Navigating Institutional Plurality: Organizational Governance in Hybrid Organizations

Mair, Johanna; Mayer, Judith; Lutz, Eva

doi:10.1177/0170840615580007

Cited by 377 publications

(422 citation statements)

References 96 publications

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“…In particular, we illustrate how, regardless of the actual ecological performance of sharing platforms (which is outside the scope of this paper), sharing platforms consider and utilise the green logic in association with other institutional logics as a flexible social tool for engaging with key stakeholders. Our findings further corroborate the argument about multiple logic complementarity, and how the coexistence of multiple logics can be beneficial for organisations (see Mair and Hehenberger 2014;Mair et al 2015). We find that the ability and willingness of entrepreneurial teams to draw on several institutional logics with a substantive degree of flexibility and agility contributes to the business sustainability and growth of sharing economy ventures.…”

Section: Discussionsupporting

confidence: 87%

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Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

et al. 2017

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The green potential of the sharing economy to exploit underutilised or redundant resources has generated a considerable interest and expectations on the part of government institutions, investors and consumers. Alongside the emerging green logic, more established economic and social logics appear to be critical for growth of sharing platforms. Applying an institutional logics approach, this paper investigates how entrepreneurial teams in the sharing economy deal with this complexity of expectations of various constituents and institutions. Based on 30 semi-structured interviews with founders and executives of UK sharing platforms, we examine the strategies used by entrepreneurial teams to utilise and combine the green logic with other institutional logics present. The results demonstrate that sharing platforms are able to grow via utilising the green logic together with the economic and social logics in a flexible manner, applying complexity reducing and complexity absorbing strategies as well as temporal adjustments in the use of logics.

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Section: Discussionsupporting

confidence: 87%

“…Goodrick and Reay 2011;Waldorf et al 2013;Schildt and Perkmann 2016;Pallas et al 2016). This, for instance, could take the form of conforming to dominant logics or dissenting, by resisting identification with a single institutional logic (Mair et al 2015).…”

Section: Institutional Logics and Complexitiesmentioning

confidence: 99%

Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

et al. 2017

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“…Following calls from both the PM literature (Bititci et al, 2011;Chenhall et al, 2013;Micheli and Mari, 2014) and institutional theorists (Besharov and Smith, 2014;Mair et al, 2015), we explore the intricacies between PM and institutional logics, to better comprehend how PM 10 practices are valued and utilized by stakeholders in NFPs, and, in turn, how resulting understandings affect stakeholders' behaviors and actions in their pursuit of organizational goals.…”

Section: Institutional Logicsmentioning

confidence: 99%

How performance measurement influences stakeholders in not-for-profit organizations

Beer

Micheli

2017

IJOPM

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Purpose: This paper examines the influences of performance measurement (PM) on not-forprofit organizations' stakeholders by studying how PM practices interact with understandings of legitimate performance goals. This study invokes institutional logics theory to explain interactions between PM and stakeholders.Design/methodology/approach: An in-depth case study is conducted in a large not-for-profit organization in the United Kingdom. Managers, employees, and external partners are interviewed and observed, and performance-related documents analyzed.Findings: Both stakeholders and PM practices are found to have dominant institutional logics that portray certain goals as legitimate. PM practices can reinforce, reconcile or inhibit stakeholders' understandings and propensity to act towards goals, depending on the extent to which practices share the dominant logic of the stakeholders they interact with. Research implications/limitations:A theoretical framework is proposed for how PM practices firstly interact with stakeholders at a cognitive level and secondly influence action. This research is based on a single case study, which limits generalizability of findings; however, results may be transferable to other environments where PM is aimed at balancing competing stakeholder objectives and organizational priorities.

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“…Furthermore, due to the fact that foundation-owned firms are frequently hold by charitable foundations, we also contribute to research about the performance effects of hybrid organizing. In organizational research, there is an ongoing discussion about how organizations can combine multiple identities, goals, and organizational cultures in one organization (Battilana and Dorado 2010;Battilana and Lee 2014;Mair et al 2015). Our research shows that equity markets are skeptical about foundation-owned firms, which represent a special type of hybrid organization (Achleitner and Block 2018).…”

Section: Summary Of Main Results and Contributions To The Literaturementioning

confidence: 89%

Foundation Ownership and Shareholder Value: An Event Study

et al. 2017

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Some of the largest listed firms in Western and Northern Europe are partly owned by foundations. So far, little research exists about the shareholder value effects of foundation ownership. This study aims to close this gap using an event study method. We find that equity markets show a positive reaction following the announcement by a foundation that it intends to decrease its ownership share, whereas we find no reaction when a foundation announces that it intends to increase its ownership share. The positive reaction to an announcement of an ownership share decrease is particularly strong when a foundation holds an equity stake of less than 25%. Further investigations show that our findings are specific for foundations as blockholders and do not occur with other blockholders. Overall, our study shows that equity markets are skeptical about foundations as shareholders. Future research is needed to determine whether this skepticism is due to monitoring problems of foundations, goal divergences between foundations and firms, foundations being hybrid organizations with multiple goals, or legal restrictions that come with this particular form of firm ownership.

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Navigating Institutional Plurality: Organizational Governance in Hybrid Organizations

Cited by 377 publications

References 96 publications

Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics

How performance measurement influences stakeholders in not-for-profit organizations

Foundation Ownership and Shareholder Value: An Event Study

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