Skip to main content
Article thumbnail
Location of Repository

Inside the hybrid organization: An organizational level view of responses to conflicting institutional demands

By Anne-Claire Pache and Filipe Santos

Abstract

This paper explores organizational responses to conflicting institutional demands. An inductive comparative case study of four social enterprises that scaled their organization while embedded in competing social welfare and commercial logics suggests that, when facing competing organizational templates imposed by their institutional environment, organizations attempt to strike a balance at the organizational level by adopting a combination of intact practices from both logics instead of balancing at the practice level by resorting to strategies such as decoupling. In addition, we find an important legitimating effect of founding origins: in a sector where the social welfare logic is ultimately predominant, organizations originating from the social sector benefited from an a priori legitimacy capital, which allowed them to borrow freely from both social and commercial practices. In contrast, organizations emanating from the commercial sector, suffering from an a priori legitimacy deficit, had to display their conformity with social templates in order to secure their acceptance in the field and therefore adopted predominantly social practices. Our findings contribute to a better understanding of hybrid organizations and point to the founding origins of organizations as an important determinant of the pattern of hybridization strategies.

OAI identifier:

Suggested articles

Citations

  1. (2007). A tale of two cities: competing logics and practice variation in the professionalizing of mutual funds.
  2. (1992). Acquiring organizational legitimacy through illegitimate actions: A marriage of institutional and impression management theories.
  3. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects.
  4. (1982). An Evolutionary Theory of Economic Change.
  5. (2010). Bridging Institutional Entrepreneurship and the Creation of New Organizational Forms: A Multilevel Model. Organization Science:
  6. (1991). Bringing society back in: Symbols, practices, and institutional contradictions. In
  7. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations.
  8. (1989). Building Theories from Case Study Research.
  9. (2003). Case study research: Design and methods. Thousand Oaks, MA: Sage. h a l -0 , v e r s i o n
  10. (1987). Centralization, fragmentation and school district complexity.
  11. (2006). Cognitive underpinnings of institutional persistence and change: A framing perspective.
  12. (1999). Competing institutions: Law, medicine and family in neonatal intensive care.
  13. (2005). Competing logics and the spread of recycling advocacy groups. In
  14. (2009). Conflicting logics, mechanisms of diffusion and multilevel dynamics in emerging institutional fields.
  15. (2006). Crafting Legitimation Projects: An Institutional Analysis of Private Education Businesses. Sociological Forum,
  16. (2005). Creating Something from Nothing: Resource Construction through Entrepreneurial Bricolage.
  17. (1986). Culture in Action: Symbols and Strategies.
  18. (1997). Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption.
  19. (2001). Decoupling policy from practice: The case of stock repurchase programs.
  20. (2009). Entrepreneurship in and around institutional voids: A case study from Bangladesh.
  21. (2009). Event Attention, Environmental Sensemaking, and Change in Institutional Logics: An Inductive Analysis of the Effects of Public Attention to Clinton's Health Care Reform Initiative. Organization Science: orsc.1090.0490. h a l -0 , v e r s i o n -M a y 1 45
  22. (2004). Face à la crise, de vraies entreprises,
  23. (2007). For love and money: Organizations' creative responses to multiple environmental logics. Theory and society,
  24. (1986). From Ambushes to Golden Parachutes: Corporate Takeovers as an Instance of Cultural Framing and Institutional Integration.
  25. (2005). From the critic's corner: Logic blending, discursive change and authenticity in a cultural production system.
  26. (2004). Globalization and institutions: Redefining the rule of the economic game.
  27. (2006). Hybrid forms and the evolution of thrift.
  28. (1991). Institutional change and the transformation of interorganizational fields: An organizational history of the U.S. radio broadcasting industry.
  29. (2002). Institutional Change in Large Law Firms: A Resource Dependency and Institutional Perspective.
  30. (2003). Institutional change in Toque Ville: Nouvelle Cuisine as in identity movement in French gastronomy.
  31. (2002). Institutional contradictions, praxis and institutional change: A dialectical perspective.
  32. (2005). Institutional entrepreneurship, partaking and convening.
  33. (1999). Institutional evolution and change: Environmentalism and the U.S. chemical industry.
  34. (1999). Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession
  35. (2008). Institutional Logics. In
  36. (2002). Institutionalization as an interplay between actions, meaning and actors: the case of a rape crisis center in Israel.
  37. (1977). Institutionalized organizations: Formal structure as myth and ceremony.
  38. (2006). Institutions and institutional
  39. (2001). Institutions and organizations (2nd ed.). Thousand Oaks, Calif.:
  40. (2008). Isomorphism, diffusion and decoupling. In
  41. (2004). Le temps des pionniers,
  42. (1992). Legal ambiguity and symbolic structures: Organizational mediation of Civil Rights Law.
  43. (1995). Managing legitimacy: Strategic and institutional approaches.
  44. (2009). Managing the rivalry of competing institutional logics.
  45. (1996). Markets as politics: A political-cultural approach to market institutions.
  46. (2008). Microfoundations of Institutional Theory. In
  47. (2002). On being nonprofit.
  48. (2005). Perspectives on how governments matter.
  49. (1999). Politics and institutionalism: Explaining durability and change. Annual review of sociology, 25: 441-466. h a l -0 , v e r s i o n -M a y
  50. (1986). Politics and programs: Organizational factors in public television decision making.
  51. (1992). Professional construction of law: The inflated threat of wrongful discharge".
  52. rahmoune@essec.edu www.essec.fr research.center@essec.fr ISSN 1291-9616 h a l -0 , v e r s i o n -M a y
  53. (1997). Structuring a theory of moral sentiments: Industrial and organizational co-evolution in the early thrift industry.
  54. (1994). Substance and symbolism in CEOs' long-term incentive plans,
  55. (2005). Symbolic or substantive document? The influence of ethics codes on financial executives' decisions.
  56. (1987). The Adolescence of Institutional Theory. Administrative Science Quarterly, 32(4): 493-511. h a l -0 , v e r s i o n
  57. (1999). The coupling of the symbolic and the technical in an institutionalized context: The negotiated order of the GAO's audit reporting process.
  58. (1990). The double edge of organizational legitimation.
  59. (1978). The External Control of Organizations: A Resource Dependence Perspective.
  60. (2000). The future of organizational sociology: Forging ties among paradigms.
  61. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields.
  62. (2007). The legitimacy of strategic alliances: An institutional perspective.
  63. (2010). The Multiplicity of Institutional Logics and the Heterogeneity of Organizational Responses.
  64. (1991). The organization of societal sectors: Propositions and early evidence. In
  65. (2002). The Organziation of Hypocrisy. Oslo: Abstract Liber.
  66. (2009). The Rationalization of Charity:
  67. (2002). The rise of the corporation in a craft industry: conflict and conformity in institutional logics.
  68. (2006). The selective synthesis of competing logics. Paper presented at the Academy of Management Proceedings.
  69. (1990). The sociology of nonprofit organizations and sectors. Annual review of sociology(16):
  70. (1998). The Symbolic Management of Stockholders: Corporate Governance Reforms and Shareholder Reactions.,
  71. (2006). The symbolic management of strategic change: Sensegiving via framing and decoupling.
  72. (1977). The Visible Hand.
  73. (2006). The work of symbolic in institutional processes: translations of rational myths in Israeli high tech.
  74. (1996). Understanding Radical Organizational Change: Bringing Together the Old and the New Institutionalism.
  75. (2000). When cymbals become symbols: Conflict over organizational identity within a symphony orchestra.
  76. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands.

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.