Vive La Resistance: Competing Logics and the Consolidation of U.S. Community Banking

By Christopher Marquis, Michael Lounsbury. 2007

716 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ee4546e373c1ea3ec2bc55e50cc6a20aa38a506d

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Citations in the corpus

Community Isomorphism and Corporate Social Action (2007, background): “But more recent investigations such as those by Galaskiewicz (1997) and Marquis (2003, Marquis & Lounsbury, 2007) illustrate that even in very recent times local social-normative systems continue to be an important consideration in understanding corporate behavior.”
Sustaining Inter-organizational Relationships Across Institutional Logics and Power Asymmetries: The Case of Fair Trade (2016, background): “2004; Reay and Hinings 2005) or to subvert the current status quo (Marquis and Lounsbury 2007).”
Greenwash vs. Brownwash: Exaggeration and Undue Modesty in Corporate Sustainability Disclosure (2015, background): “The decoupling literature has argued that decoupling is especially likely when institutional environments are multifaceted and conflicting institutional demands for conformity exist (Oliver, 1991; Seo and Creed, 2002; Marquis and Lounsbury, 2007; Kraatz and Block, 2008; Purdy and Gray, 2009; Pache a”
Founding Teams as Carriers of Competing Logics (2014, background): “Prior research has shown that local banks are frequently formed in the United States in response to acquisitions of community banks by larger banks, especially those from outside the local area (Marquis and Lounsbury, 2007).”
Jules or Jim: Alternative Conformity to Minority Logics (2012, background): “…draw on the idea expressed by resource dependence scholars that conformity is engaging and more than symbolic, and the neoinstitutionalist notion that conformity is more probabilistic than deterministic, more a continuous than a binary variable (Marquis & Lounsbury, 2007; Thornton & Ocasio, 2008).”
An institutional logics approach to social entrepreneurship: Market logic, religious diversity, and resource acquisition by microfinance organizations (2016, background): “We ground our theoretical predictions in the context of the global microfinance industry, a classic setting for studying social entrepreneurship due to its increasing prevalence and significance around the globe (Bruton et al., 2015; Martin and Osberg, 2007).”
Strategy and commitments to institutional logics: Organizational heterogeneity in business models and governance (2016, background): “…through such mechanisms as segmenting within a profession (Goodrick and Reay, 2011), geographical separation (Greenwood et al., 2010; Lounsbury, 2007), segmenting by type of organizational actor (Reay and Hinings, 2009), or by industry sector (Marquis and Lounsbury, 2007; Thornton et al., 2005).”
Institutional Work as Logics Shift: The Case of Intel’s Transformation to Platform Leader (2013, background): “Some of the most interesting recent research in this area has examined how shifts in institutional logics shape the evolution of fields over time (e.g. Glynn & Lounsbury, 2005; Green, Babb & Alpaslan, 2008; Marquis & Lounsbury, 2007; Thornton, 2004; Thornton & Ocasio, 1999).”
Category Stretching: Reorienting Research on Categories in Strategy, Entrepreneurship, and Organization Theory (2013, neutral): “Some scholars have started to try to determine how instantiating a certain institutional logic may condition audiences’ cognitions and behaviours (Marquis and Lounsbury, 2007; © 2011 The Authors Journal of Management Studies © 2011 John Wiley & Sons Ltd and Society for the Advancement of Management…”
Acquisitions As Exaptation: The Legacy of Founding Institutions in the U.S. Commercial Banking Industry (2010, background): “…mobilized by the Grange 1442 DecemberAcademy of Management Journal (Schneiberg et al., 2008), (2) the presence of actors that identified with agrarian values (Marquis & Huang, 2009; Marquis & Lounsbury, 2007), and (3) popular opinion aligned with Progressivism (Haveman, Rao, & Paruchuri, 2007).”
CEO Narcissism, Risk-Taking, and Resilience: An Empirical Analysis in U.S. Commercial Banks (2019, background): “Furthermore, prior studies in the U.S. commercial banking industry suggested that different institutional logics exist for banks (Marquis & Lounsbury, 2007).”