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Bringing Society Back In: Symbols, Practices, and Institutional Contradictions
... An organization's institutional context affects its processes, norms, and practices, and is a multi-dimensional construct that includes the governmental, social, and private institutions, as well as the culture (Friedland & Alford, 1991). Friedland and Alford (1991) define culture as reflected in institutional practices and processes. ...
... An organization's institutional context affects its processes, norms, and practices, and is a multi-dimensional construct that includes the governmental, social, and private institutions, as well as the culture (Friedland & Alford, 1991). Friedland and Alford (1991) define culture as reflected in institutional practices and processes. Building on institutional logic, recent TM research has started to consider context beyond culture. ...
... In this study, we propose a holistic model that includes national/cultural, organizational, and individual contexts. Following the call to add to macro-contextual TM research, we base our study on the frameworks set out by Al Ariss et al. (2014) and Beamond et al. (2016) and the institutional order system of Friedland and Alford (1991). We define three levels of contexts, each including different sub-levels within the multi-level contexts (see Table 4). ...
... Research informed by institutional theories shares an interest in social norms and shared expectations as key sources of organizations' structures, actions and outcomes (David, Tolberg &Boghossian, 2019), and institutions are often described as characterized by different logics (Friedland & Alford, 1991;Thornton & Ocasio, 1999). In their most basic sense, institutional logics have to do with the content and meaning of institutions and consist of 'the socially constructed, historical patterns of material practices, assumptions, values, beliefs and rules by which individuals produce and reproduce their material subsistence, organize time and space, and provide meaning to their social reality' (Thornton & Ocasio, 1999, p. 804). ...
... Building on Friedland and Alford (1991), who proposed that capitalism, state bureaucracy and political democracy are three contending institutional orders with differing practices, Thornton et al. (2012) have described seven logics: corporations, professions, markets, states, religions, communities and families (see Table 1). Institutional logics incorporate material, normative, symbolic and cultural aspects that both shape, and are manifested in and between, organizational fields and single organizations. ...
Promotional videos produced by higher education institutions (HEIs) are an important medium for introducing new generations of students to HEIs and communicating their roles and purposes to the outside world. Despite the widespread use of such videos, research on their contents and implications is relatively sparse. This study addresses this gap by analysing videos from 12 Scandinavian HEIs. The study found that the videos aligned with the concept of the 'Promotional University 2.0', emphasizing an intention to 'aspire to more' and 'add to the real world', and portraying the university as an arena for play and joy. Three main categories of videos emerged: student-centred, market-centred, and organization-centred. The study also highlights the ideological implications of the representations, as they reflect the tension between traditional and commercialized views of the university. The results contribute to an understanding of how promotional videos shape the expectations of students and other stakeholders. This research is important as it helps us understand how HEIs communicate and represent themselves in the highly competitive marketplace of higher education. It also illustrates the incommensurability between higher education policies aiming to promote democratization and serve the public interest on the one hand, and the images of HEIs created by promotional multimodal content on the other.
... In such circumstances, institutions and assumptions about a certain actor might hinder rather than facilitate trust (Högberg, Sköld, & Tillmar, 2018;Zucker, 1986). By drawing on the institutional logics approach to institutions, seeking to explore and explain contrasts, conflict, and change based on the idea that inter-institutional systems are in perpetual competition with each other rather than moving towards homogeneity (Friedland & Alford, 1991), this paper aims to contribute to our understanding of the complex relationship between IOR trust and conflicting institutions. ...
This paper examines the development of trust in interorganisational relationships (IORs) that are embedded in conflicting institutional logics. The study focuses on a recently established customer choice system for domestic elderly care that involves a complex constellation of logics for the parties involved in the IORs to handle. We explore how boundary spanners deal with conflicting logics and the impact it has on the development of trust in IORs, including both positive and negative expectations of trustees and the new customer choice system. Using the institutional logics in action theory, we propose a new approach to understanding the role of institutional embeddedness in IORs and provide empirical evidence of how institutional logics influence the development of trust. We introduce the concept of “pocket of trust” to describe the compartmentalised development of trust in an organisational environment otherwise characterised by distrust and control efforts.
... Institutional logic is accepted as the organizing principles that shape the behavior of the actors in the organizational field (Reay & Hinings, 2009). In other words, institutional logic provides actors with frameworks to be used in making decisions (Friedland, 1991). Institutional logic contributes to the understanding of the organizational field by acting as a bridge between a set of belief systems and related practices, institutions, and actions (Thornton & Ocasio, 2008). ...
Although it has been applied in sectors such as marketing, telecommunications, and software for many years, the COVID-19 pandemic has temporarily caused many businesses to switch to remote working. Discussions about whether the remote working method is efficient or not continue. Another discussion is about whether the remote working method will be permanent. In this context, it is important to reveal which institutional logic and legitimacy expectations the companies have decided to work remotely. This study aims to deal with the background of remote working decisions of enterprises on the basis of institutional logic and legitimacy in line with the opinions of business CEOs. A qualitative research design was used in the research. Businesses included in the 2021 Forbes 2000 list were accepted as the research sample. The research data were obtained from the statements of CEOs to the press and from the reports of businesses. As a result of the analysis of the data, it has been revealed that the community and market logics are effective in the remote working decisions of CEOs. On the other hand, it was concluded that CEOs decided to work remotely with the expectation of moral and pragmatic legitimacy. This study is considered a guide for business managers who want to switch to remote working in the future. Keywords: Remote work, Institutional theory, Institutional logic, Legitimacy, COVID-19.
... Trots att teorin har utvecklats sedan 1991 (jämför Boltanski & Chiapello 2005), är det dessa sex idealtypiska värdesfärer som oftast associeras med worlds of worth-ramverket. Den som är bekant med institutionell teori (Friedland & Alford 1991;Thornton & Ocasio 1999) finner här stora likheter i meningen att Boltanski och Thévenots (2006[1991) begreppsapparat tillskriver människors handlanden olika institutionaliserade logiker. Den stora skillnaden är dock, som beskrivet ovan, att Boltanski och Thévenot (2006[1991) betonar hur sociala aktörer tenderar att handla i linje med vad som upplevs sant och rätt, snarare än efter vad som förväntas i givna situationer (jämför March 1991). ...
I efterdyningarna av globalisering och automatisering tampas alltjämt många före detta industriorter i Sverige med att ställa om till en tjänste och serviceinriktad ekonomi. I denna artikel presenterar jag analyser av etnografiska observationer från två arbetsmarknadspolitiska åtgärder organiserade i en utpräglad bruksortsmiljö där begreppet bruksmentalitet förekom som förklaring till hög arbetslöshet och låg studiemotivation. Resultaten visar hur lokala värdesystem kan inverka på förståelsen och översättningen av den arbetsmarknadspolitik som förs inom ramen för det så kallade ”aktiva” samhället främjandes policybegrepp som anställningsbarhet och entreprenörskap.
This work reveals movement in infrastructure development through an anomaly in the global payment infrastructure. The anomaly is that while the global payment infrastructure develops without precedent, the infrastructure takes time to develop and does not easily leave anything behind. Based on abduction, the research builds a data corpus of past, present, and future global payment infrastructure, 1973–2030, including accounts of global payment organisations, historical reports, and narrative interviews. By juxtaposing these data with studies on infrastructure and following the work of Heidegger and Bateson, the research reveals movement through what the author terms infrastructural ways.
While derived from software engineering, “agile” as a concept has become increasingly sought-after among public sector organizations in the last decade as the means to becoming more responsive, flexible, adaptive, and rapid in their behavior. However, there is a limited understanding of what it means to be agile in the public organization context. How do public sector organizations change when agile approaches are introduced. This chapter contributes to the literature by exploring the practitioners’ understanding and approach to agile governance and identifies the knowledge gaps facing their applications and practices. To carry out our investigation, we conducted in-depth semi-structured interviews (n = 14) with public service providers from Rwanda’s “one-stop shop” platform, where agile methods are used in the development of digital public services.
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