The Multiplicity of Institutional Logics and the Heterogeneity of Organizational Responses

By Royston Greenwood, Amalia Magán Díaz, Stan Xiao Li, José Céspedes Lorente. Organ. Sci., 2010

1,092 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1cbd7dbc94c59ff342b47f399b8156e0b80d027e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “Such “institutional complexity” exists when the firm simultaneously pursues various goals prescribed by different industry logics (Greenwood et al., 2010) and can be spread by the diffusion of rating and ranking systems as externally imposed goals (Rowley, Shipilov, & Greve, 2017).”
Bankers at the gate: Microfinance and the high cost of borrowed logics (2012, background): “Evidence from research suggests that upon entry into a contested field, institutional logics may blend but do not immediately dissolve into a sea of their constitutive elements as actors try to pull them apart in pursuing their individual goals (DiMaggio, 1997; Greenwood et al., 2011).”
Consumer Social Responsibility (CnSR): Toward a Multi-Level, Multi-Agent Conceptualization of the “Other CSR” (2013, neutral): “Second, drawing from related literature on organization studies and institutional logics (e.g., Greenwood et al. 2010; Purdy and Gray 2009; Reay and Hinings 2009), conflicting actor motivations may not only result in a lack of adequate convergence and legitimation across different levels of CnSR…”
Retire in Peace: Officials’ Political Incentives and Corporate Diversification in China* (2018, background): “Research has found differences in regional governments’ priorities (i.e., Greenwood et al., 2010).”
Punctuated Generosity (2013, background): “, 1998), which in turn have longstanding effects on local organizations’ strategies (Lounsbury, 2007; Greenwood et al., 2010), governance (Davis and Greve, 1997; Marquis, 2003), innovation (Saxenian, 1994), and corporate social practices (Galaskiewicz, 1997).”
University technology transfer office business models: One size does not fit all (2018, background): “…Leydesdorff, 2000; Etzkowitz, 2010) As a result, universities have become hybrid organizations incorporating competing institutional logics (Battilana and Dorado, 2010; Greenwood et al., 2010; Haveman and Rao, 2006): the “disinterested” pursuit of science (Merton, 1968) and engagement with market.”
Bridging Institutional Entrepreneurship and the Creation of New Organizational Forms: A Multilevel Model (2011, background): “Although we recognize that more work is needed to more fully explore the relationship between logics and forms, we think this is an interesting finding which augments the Greenwood et al. (2010) assertion that organizational forms are “manifestations” of institutional logics.”
Strategy and commitments to institutional logics: Organizational heterogeneity in business models and governance (2016, background): “Furthermore, while some organizational forms such as private equity firms may have a dominant institutional logic (in their case, a market logic), more commonly a diversity of logics are in place, even among for-profit corporations (e.g. Greenwood et al., 2010).”