Understanding SE Growth: The Case of Bangladesh

This thesis seeks to explore the hybrid nature of Social Enterprises (SEs) by investigating how they incorporate co-existence of social and economic goals and embed in multiple institutional domains. By synthesising insights from three literature domains - hybrid organisations, institutional views and strategic management - this thesis advances the understanding about the hybrid nature of SEs mainly in two ways. First, it examines the extent to which managerial tensions may result in hybrid SEs due to co-existence of values and influences from pluralistic institutional domains. Second, it explores how such organisations mobilise resources and capabilities in order to respond to internal tensions. The three research questions addressed in the thesis are: i) What is the nature of SE growth in Bangladesh?; ii) How does the institutional context influence SE growth in Bangladesh? and iii) What role do SEs’ resources and capabilities play in responding to the institutional influences? The study adopts a multiple case study approach, collecting data from eleven Bangladeshi SEs. With rapid rise of hybrid forms of SEs in Bangladesh, the findings of the study have both practical and policy implications. The insights on SEs’ internal tensions can enable Bangladeshi policy makers to realise the needs and challenges of hybrid SEs in the country. This may aid the development of customised policies, incentives and support systems that are required to facilitate the growth of such organisations. The insights on the management of tensions can aid the leaders and managers in hybrid SEs to respond to their internal tensions more appropriately.The study identifies six operational models through analysis of the social goal, economic mission, income source, governance structure and institutional setting of the studied cases. These models are: SEs that are fully reliant on grant, NGOs with trading elements, NGOs with full reliance on trading, social business es, public and private limited corporations, and NGOs with conventional subsidiary enterprise. The findings further showed that the studied SEs have pursued social and economic goals simultaneously through adoption of four growth strategies: expansion, diversification, autonomous growth and partnership. The study identifies a number of competing pressures originating from multiple institutional domains which have affected the way they accomplished their social and economic goals. This interplay between SEs’ dual goals and institutional influences led to ten different tensions inside the studied cases. The management of these tensions, at the functional level, involved orchestration of SEs’ resources and capabilities in a particular way. The specific ways of mobilisation of resources and capabilities ultimately led the SEs towards five different growth paths: i) forced adoption/coercive adoption, ii) proactive response, iii) adapt, iv) influence, and v) side-stepping

Leadership identity construction in a hybrid medical context:‘claimed’ but not ‘granted’

In the United Kingdom National Health Service (NHS), the growing number of hybrid clinical leaders has given rise to professional practice and identity struggles. Co-construction theories of leadership point to a need for leaders to engage in significant ‘identity work’ to construct themselves as leaders and to make legitimate claims for a leadership identity to potential followers. Our research aimed to contribute to the leader-follower literature by examining how medical leaders deal with professional identity struggles and changes to traditional work identities. We draw on data from a study of senior hospital doctors (consultant-level doctors from a variety of medical specialties in Health Boards in NHS Scotland). Our findings suggest that most senior hospital doctors in our study struggle to grant leadership identities to their medical leaders who claim such leadership identities, although they seek to see more doctors engaging in leadership. This article contributes to extant research on the influence of medical leadership roles on leader-follower identity construction

What makes a social practice? Being, knowing, doing and leading

Despite several decades of work on social practice, many open intriguing questions remain about their existence and functions within an organizational context. In this article, we discuss the “inherent logics” of social practice—being, knowing, and doing—to depict the meaning and mainspring of its conservation within an organizational context. We argue that the understanding of social practice in organization and management studies has predominantly focused on the internal workings of social practice, and we propose that a contextualization of the inherent logics of social practice may be a next step in advancing theory and empirical research. We propose a contested coexistence of social practices in organizations and thereby argue that the conservation of social practice protrudes another element belonging to its inherent logics, i.e., leading. We suggest that leadership in distributed and adaptive organizations responds to innovation and competitive challenges with wisdom, care, and fluidity

“An iron hand in a velvet glove’’: the embodiment of the platform logic in the emergency sector

Despite increasing attention on organizational responses to digital platforms the Information Systems research has overlooked the influence of platforms on the public sector. In this paper we draw on the concept of institutional logics to examine the impact of platforms on the emergency sector. A qualitative case study of the emergency sector is undertaken, comprised of interviews with organizations—including emergency response organizations, government agencies, firms, non-government organizations and community and volunteer groups. The findings reveal the interplay between the prevailing ‘command and control’ and ‘community’ logics and the ‘platform’ logic and how the tensions and synergies between them are shaping the information landscape in the sector. We demonstrate how organizations embody and resist aspects of the platform logic

Institutional perspective on introducing enterprise architecture : The case of the Norwegian hospital sector

Paper I, II, and III are not available as a part of the dissertation due to the copyright.The findings from this thesis point to the incongruence between the characteristics of EA and the healthcare domain as specific tensions among the EA logic and different professional logics as a source of deviation. The incongruence comes from the long-term plan-driven EA approach versus healthcare traditions and needs for ad-hoc initiatives. Other themes stem from the EA logic of process standardisation, which poses challenges in gaining acceptance and trust that the processes dinscribe appropriate clinical knowledge and provide support for local variations. Moreover, the EA vision of data integration across organisational units and across IS has implications for concerns about privacy and protection of sensitive data, but this can collide with the healthcare view on patient safety and the need for mission-critical data. This dissertation makes several contributions to research and practice. First, it augments the EA research stream by offering rich insights and specific implications related to challenges of EA institutionalisation in healthcare. A description of the enterprise architects’ logics and the EA logic supplements the EA knowledge base. Likewise, it presents a model of a predicted evolution of the EA initiatives through the phases of optimism, resistance, decline and finally, reconsolidation of the most persistent ones, unless firm mandates are established from the start. Furthermore, the study provides a model that illustrates how coexisting institutional logics maintain their distinct character while allowing compromises that shape EA operationalisation. The model shows a set of scenarios for settling tensions in project decisions. In these scenarios, EA is foregrounded, blended with other available institutional logics or suppressed. Second, this dissertation contributes to an enhanced theoretical and empirical understanding of EA institutionalisation, where regulative, normative and culturalcognitive elements create and maintain EA as an institution, and unsurprisingly, the organisational response impedes the institutionalisation process. The organisational response can be explained by selective activated institutional logics among the actors. However, with targeted institutional work from the actors that want EA to be institutionalised, the process can be reinforced. This thesis also offers some practical suggestions at the national policy level. First, financial arrangements should be assessed to encourage broader involvement from the sub-organisations. Second, through active ownership, they can address the need for enhanced EA understanding and should secure the education of the actors, not the least at the executive level, together with the targeted hires. Furthermore, the need for organisational changes related to EA is under-communicated. The thesis also makes practical suggestions to deal with the challenges, the incongruence and the consequent tensions, mainly by finding solutions that balance between the institutional logics of EA and of healthcare.publishedVersio

Clinical leadership in service redesign using Clinical Commissioning Groups: a mixed-methods study

Background: A core component of the Health and Social Care Act 2012 (Great Britain. Health and Social Care Act 2012. London: HMSO; 2012) was the idea of devolving to general practitioners (GPs) a health service leadership role for service redesign. For this purpose, new Clinical Commissioning Groups (CCGs) were formed in the English NHS.Objectives: This research examined the extent to which, and the methods by which, clinicians stepped forward to take up a leadership role in service redesign using CCGs as a platform.Design: The project proceeded in five phases: (1) a scoping study across 15 CCGs, (2) the design and administration of a national survey of all members of CCG governing bodies in 2014, (3) six main in-depth case studies, (4) a second national survey of governing body members in 2016, which allowed longitudinal comparisons, and (5) international comparisons.Participants: In addition to GPs serving in clinical lead roles for CCGs, the research included insights from accountable officers and other managers and perspectives from secondary care and other provider organisations (local authority councillors and staff, patients and the public, and other relevant bodies).Results: Instances of the exercise of clinical leadership utilising the mechanism of the CCGs were strikingly varied. Some CCG teams had made little of the opportunity. However, we found other examples of clinicians stepping forward to bring about meaningful improvements in services. The most notable cases involved the design of integrated care for frail elderly patients and others with long-term conditions. The leadership of these service redesigns required cross-boundary working with primary care, secondary care, community care and social work. The processes enabling such breakthroughs required interlocking processes of leadership across three arenas: (1) strategy-level work at CCG board level, (2) mid-range operational planning and negotiation at programme board level and (3) the arena of practical implementation leadership at the point of delivery. The arena of the CCG board provided the legitimacy for strategic change; the programme boards worked through the competing logics of markets, hierarchy and networks; and the practice arena allowed the exercise of clinical leadership in practical problemsolving, detailed learning and routinisation of new ways of working at a common-sense everyday level.Limitations: Although the research was conducted over a 3-year period, it could be argued that a much longer period is required for CCGs to mature and realise their potential.Conclusions: Despite the variation in practice, we found significant examples of clinical leaders forging new modes of service design and delivery. A great deal of the service redesign effort was directed at compensating for the fragmented nature of the NHS – part of which had been created by the 2012 reforms. This is the first study to reveal details of such work in a systematic way

When orders of worth clash: Negotiating legitimacy in situations of moral multiplexity

How is moral legitimacy established in pluralist contexts where multiple moral frameworks co-exist and compete? Situations of moral multiplexity complicate not only whether an organization or practice is legitimate but also which criteria should be used to establish moral legitimacy. We argue that moral legitimacy can be thought of as the property of a dynamic dialogical process in which relations between moral schemes are constantly (re-)negotiated through dynamic exchange with audiences. Drawing on Boltanski and Thévenot's 'orders of worth' framework, we propose a process model of how three types of truces may be negotiated: transcendence, compromise, antagonism. While each can create moral legitimacy in pluralistic contexts, legitimacy is not a binary variable but varying in degrees of scope and certainty