Organizational Responses to Conflicting Logics and their Implications for Field-Level Change
Type
working paper
Date Issued
2024-04-26
Author(s)
Abstract
Recent studies acknowledge that institutional change can start from within the organization in a bottom-up way until the entire organizational field is transformed. This theory building study adds to this new understanding of institutional change by examining the effects of organizational responses to conflicting logics in terms of creating field-level change. Organizations respond to conflicting logics through compromise, avoidance, defiance, and manipulation, among other strategies. Here, I theorize how these foundational organizational responses can lead to institutional change. I develop systematic predictions in the form of propositions that capture the effect of organizational responses to conflicting logics on fieldlevel change. I suggest that organizational responses create change by increasing or decreasing field fragmentation, the degree of formal structuring and centralization. By connecting organizational responses back to the field, I advance recent scholarly work on institutional change as a product of organizational actions.
Language
English (United States)
Keywords
conflicting logics
organizational responses
field structure
institutional change
Contact Email Address
gift.dembetembe@unisg.ch
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Dembetembe_Gift_Paper 1.pdf
Size
258.14 KB
Format
Adobe PDF
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3301e3076326a40e69a514c465e23cd0