Organizational Responses to Institutional Complexity in the Artisanal and Small-Scale Mining Field
Type
working paper
Date Issued
2024-04-26
Author(s)
Abstract
The study of organizational responses to institutional complexity has received considerable attention over the past two decades. However, studies focus on organizational responses to complexity only in instances where two logics conflict with each other. Restricting attention to two logics, institutional organization scholarship has overlooked the issue of how higher numbers of logics might complicate the adoption of suitable organizational structures. Further, institutional theory has overlooked how responding to higher numbers of conflicting logics might influence attainment or derailment of societal expectations such as sustainable development. In this study, I address this paucity by examining responses to institutional complexity when more than two institutional logics compete. Results of a qualitative analysis of interviews, focus group discussions, field notes, and archival documents reveal four conflicting logics and six response strategies available among actors in the Zimbabwean Artisanal and Small-Scale Mining field. Three organizational responses namely capitulation, elusion and override are a novel contribution to theory on organizational responses to institutional complexity. The study also discusses sustainability implications of these organizational responses and calls for more research on sustainable development under institutional complexity.
Language
English (United States)
Keywords
Conflicting Logics
Organizational Responses
Artisanal and Small-Scale Mining
Sustainable Development
Contact Email Address
gift.dembetembe@unisg.ch
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Name
Dembetembe Gift_ Paper 3.pdf
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937 KB
Format
Adobe PDF
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