To see the other types of publications on this topic, follow the link: Business Logics.
Journal articles on the topic 'Business Logics'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Business Logics.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Vershinina, Natalia, Rowena Barrett, and Peter McHardy. "Logics and rationalisations underpinning entrepreneurial decision-making." Journal of Small Business and Enterprise Development 24, no. 1 (February 20, 2017): 158–75. http://dx.doi.org/10.1108/jsbed-06-2016-0092.
Full textAbstract:
Purpose The purpose of this paper is to explore the logics that expert entrepreneurs use when faced with a critical incident threat. Design/methodology/approach Attempts have been made to define “entrepreneurial logic”. This paper is influenced by Sarasvathy’s work on high-performance entrepreneurs, which finds that when faced with uncertainty entrepreneurs employ unconventional logic, and encompasses later research acknowledging social contexts where entrepreneurs operate. A typology of decision-making logics is developed, taking into account the situation of crisis. Seven expert entrepreneurs who faced crisis and, despite this, are still successfully operating businesses were interviewed. The paper develops a critical incidents methodology. Findings Experienced entrepreneurs were found to tend towards causal logic when “the stakes were high” and the decision may affect the survival of their business. They also weigh up options before acting and tend to seek advice from trusted “others” within their network before or after they have made a decision. A mixture of causal and intuitive logic is evident in decisions dealing with internal business problems. Research limitations/implications The decisions that entrepreneurs make shape and define their business and their ability to recover from crisis. If researchers can develop an understanding of how entrepreneurs make decisions – what information they draw upon, what support systems they use and the logic of their decision-making and rationalisation – then this can be used to help structure support. Originality/value By exploring decision-making through critical incidents we offer an innovative way to understand context-rich, first-hand experiences and behaviours of entrepreneurs around a focal point.
2
Redondo, María, and Carmen Camarero. "Dominant logics and the manager’s role in university business incubators." Journal of Business & Industrial Marketing 32, no. 2 (March 6, 2017): 282–94. http://dx.doi.org/10.1108/jbim-01-2016-0018.
Full textAbstract:
Purpose This paper aims to investigate the role of university business incubator managers as drivers of the training and advice given to academic incubatees. Based on the institutional logics approach, the current paper proposes that the dominant logic, academic versus commercial, determines the degree of emphasis on personal assistance, business assistance and networking training. Design/methodology/approach To test the proposed hypotheses, data were collected from 93 incubation programmes from Spanish and Dutch universities through questionnaires addressed to their respective managers, as well as clients. Findings The results indicate that the greater the managers’ experience in the business and entrepreneurial world, the greater the fostering of personal and business assistance and networking activities in the incubator. Managers lacking an entrepreneurial profile weaken incubatee access to other business networks and prove less efficient in business training. Originality/value This research makes a contribution to the study of university incubatees, showing that managers can be involved in different institutional logics, whether they be academic or commercial, and that the dominant logic determines the activities promoted and, consequently, the success of the incubation process. Business and entrepreneurial experience is key to instilling business logic in incubatees together with the training and assistance they require.
3
Kent, Pamela, and Dennis van Liempd. "Linking Corporate Institutional Logics and Moral Reasoning – Evidence from Large Danish Audit Firms." management revue 32, no. 1 (2021): 53–83. http://dx.doi.org/10.5771/0935-9915-2021-1-53.
Full textAbstract:
This paper examines whether organizational levels of owner/partner, CPA manager, supervisor and other audit staff are associated with institutional logics of auditors in large Danish audit firms. Our findings identify the presence of the professional logic and commercial logic with the professional logic being two explicit logics of a fiduciary and a technical-expertise logic. The organizational levels of CPA manager, supervisor and other staff are significant in explaining the presence of the technical-expertise logic, but not the fiduciary logic. Higher moral reasoning of auditors and being a female are significantly associated with the presence of the fiduciary logic. All four organizational levels are significant in explaining the identified commercial logic with further tests indicating that partners place more emphasis than supervisors on the commercial logic. Additional tests examine whether moral reasoning is associated with the professional fiduciary, professional technical-expertise and commercial logics and whether organizational levels explain moral reasoning. We find that a higher professional fiduciary logic is associated with higher auditor moral reasoning. In contrast, lower moral reasoning is associated with higher professional technical-expertise and commercial logics. In addition, increased audit experience is associated with lower moral reasoning.
4
Baber, William W., Arto Ojala, and Ricardo Martinez. "Effectuation logic in digital business model transformation." Journal of Small Business and Enterprise Development 26, no. 6/7 (December 9, 2019): 811–30. http://dx.doi.org/10.1108/jsbed-04-2019-0139.
Full textAbstract:
Purpose The purpose of this paper is to study how digital business models evolve when entrepreneurs move to new digital platforms and how this evolution is related to effectuation and causation logics. Design/methodology/approach This study applies a multiple case study approach to investigate how digital business models change in small, Japanese high-tech firms providing their innovations through different digital platforms. To investigate digital business models, this study considers the elements that comprise general business models. The case firms were selected based on size, products and transitions from physical to various digital platforms. Semi-structured interviews were conducted with the key decision-makers from the case firms. Findings The findings show that through digital transformation, the case firms’ digital business models evolved by following effectuation logic as well as causal logic. All the firms employed causal logic when moving to new platforms, among other actions. The case firms used effectual logic with success for product development and adjustments to their network. Especially firms providing video games relied on effectuation for high impact products. Effectual logic did not play a role at all in changes to value delivery and had only little impact on revenue structures. Originality/value This research helps understand how digitalization of platforms and subsequent moves to newer digital platforms improve a firm by changing the business model elements through effectuation and causation logics. This research extends the understanding of digital business model transformation to a more granular level, business model elements.
5
Iwashita, Hitoshi. "Transferring family logic within a multinational corporation." Cross Cultural & Strategic Management 26, no. 4 (December 5, 2019): 639–63. http://dx.doi.org/10.1108/ccsm-12-2018-0212.
Full textAbstract:
Purpose The purpose of this paper is to extend the understandingof how family logic is transferred through mundane practices across the subsidiaries of a Japanese multinational corporation (MNC) in different national contexts. Design/methodology/approach In order to fulfil this purpose, a comparative qualitative case study was adopted with emphasis on actors’ interpretations. Findings Through qualitative data analysis, three findings and their theoretical significances can be summarised. First, it was found that the constellations of family, market and religion logics were transferred differently. This is significant for Japanese management scholars since it illuminates the importance of actors who perceive the (non-) necessity of logics in a Japanese MNC facing institutional dualities. Second, it was found that the family logic is enacted at different levels and with different boundaries. This is significant for both institutionalists and international business scholars since it highlights the strong influence of language and religion in the transfer of logics from one country to another. Third, it was found that the enactment of the family logic greatly affects the acceptability of Japanese management practices. This is significant for business managers since it further proposes an intimate relationship between Japanese management practices and the meanings attached to the family logic. Originality/value The originality of this work stems from an updated comparative qualitative study of the management of a Japanese MNCs’ subsidiaries across different countries, providing in-depth insights for international business, Japanese subsidiary management and institutional logics perspectives.
6
Skjølsvik, Tale. "Business-to-business professional service relationships under multiple logics." Service Industries Journal 36, no. 5-6 (April 6, 2016): 163–82. http://dx.doi.org/10.1080/02642069.2016.1165670.
Full text
7
Andersson, Pernilla, and Johan Öhman. "Logics of business education for sustainability." Environmental Education Research 22, no. 4 (March 4, 2015): 463–79. http://dx.doi.org/10.1080/13504622.2015.1015493.
Full text
8
Wimalasinghe, Rochelle, and Tharusha N. Gooneratne. "Control practices in a traditional industry in Sri Lanka: an institutional logics perspective." Qualitative Research in Accounting & Management 16, no. 1 (April 15, 2019): 93–116. http://dx.doi.org/10.1108/qram-07-2017-0071.
Full textAbstract:
Purpose The purpose of this paper is to explore the co-existence of multiple logics, resulting complexities and their implications on control practices within a traditional industry (southern cinnamon) in Sri Lanka. Design/methodology/approach The paper is premised upon the qualitative methodology and case study approach, while the theoretical backing is provided by the institutional logics perspective. Findings The findings reveal that controls are exercised in the southern cinnamon industry to manage competing facets stemming from the co-existence of multiple logics, such as family logic, commercial logic and state logic. Amid the recurring complexity caused by competing logics, the industry remains in a state of control through mediators, such as the exporter trade union (the Spice Council), which although predominantly guided by commercial logic, acts in easing-off tensions between competing logics, while serving the interest of multiple actors. Controls in southern cinnamon nevertheless take a peculiar form, giving way to the continuation of traditional rudimentary practices, which essentially represent the interests of ground level actors. Originality/value Moving beyond corporate settings, which are the typical focus of mainstream studies, this paper adds to the existing body of knowledge on control practices in traditional industries, where informal and localized controls prevail. Theoretically, it expands the use of the institutional logics perspective, recognizing multiple logics, tensions and complexities in management control research. In doing so, the authors probe into informal control mechanisms in traditional industries to understand the controls and complexities in practice. Practically, the paper portrays beliefs, issues and incidents in the field (of the southern cinnamon industry in Sri Lanka), which explains why the field operates as it does, thereby offering insights to actors in the field, ranging from practitioners to policymakers.
9
Schäffer, Utz, Erik Strauss, and Christina Zecher. "The role of management control systems in situations of institutional complexity." Qualitative Research in Accounting & Management 12, no. 4 (October 12, 2015): 395–424. http://dx.doi.org/10.1108/qram-01-2015-0010.
Full textAbstract:
Purpose – This study investigates in depth how decision-making of different organisational members is shaped by various management control systems (MCSs) that reflect different institutional logics, how the entire organisation deals with the arising institutional complexity and which role different management controls as a system play in such situations. Design/methodology/approach – A case study was conducted on a German Mittelstand firm whose MCSs were shaped by three different logics over time: a family logic, a stakeholder logic and a shareholder logic. Findings – This paper shows how different actors of an organisation confronted with institutional complexity used selective coupling of different MCS components and compartmentalizing MCS components to deal with clashing institutional logics. Thereby, it was possible for the actors to balance different sub-communities within the firm that were shaped by conflicting but yet complementary logics that were required for organisational survival. Research limitations/implications – This study contributes to the understanding of how an MCS can be exploited for organisational structural responses to multiple logics. Due to this research design, the present study deals with challenges of ex post rationalization. Practical implications – The results show options for organisational leaders to deal with different kind of worldviews (i.e. logics) that shape employees’ behaviour. Particularly, this paper explains how leaders can restructure their MCSs to influence human behaviour in times of radical change. Originality/value – This paper contributes to the literature on MCSs by showing what role MCSs play in structural responses to institutional complexity.
10
Kaya, Cigdem, Nihal Kartaltepe Behram, and Göksel Ataman. "The effects of logic replacement in coal-mining disaster: the case of Soma." Management Research Review 39, no. 10 (October 17, 2016): 1146–66. http://dx.doi.org/10.1108/mrr-06-2015-0141.
Full textAbstract:
Purpose Drawing from the institutional logics and organizational disaster literature, this paper aims to illustrate that the replacement of logics can be problematic in a high-risk industry such as coal mining by adding an institutional perspective to the understanding of disasters. Design/methodology/approach This paper investigated the field of coal mining in Turkey historically from archival data resources. A comprehensive, qualitative inquiry of a single-case study was then conducted. Findings The findings suggest that a shift from social welfare logic to business logic in the coal-mining industry can lead to coal-mining disasters, resulting from changing practices through an increase in the number of private enterprises through royalty contracts, the use of an increased labor force instead of mechanical methods and systems and the maximization of profit by underestimating the effects of taking almost no occupational safety measures. Practical implications The connection between institutional logics and organizational disasters could lead institutional actors to question their understanding of institutional logics. Originality/value This paper provides original research evidence for the relationship between industrial disasters and institutional logics.
11
Maggi, Fabrizio M., Marco Montali, and Rafael Peñaloza. "Temporal Logics Over Finite Traces with Uncertainty." Proceedings of the AAAI Conference on Artificial Intelligence 34, no. 06 (April 3, 2020): 10218–25. http://dx.doi.org/10.1609/aaai.v34i06.6583.
Full textAbstract:
Temporal logics over finite traces have recently seen wide application in a number of areas, from business process modelling, monitoring, and mining to planning and decision making. However, real-life dynamic systems contain a degree of uncertainty which cannot be handled with classical logics. We thus propose a new probabilistic temporal logic over finite traces using superposition semantics, where all possible evolutions are possible, until observed. We study the properties of the logic and provide automata-based mechanisms for deriving probabilistic inferences from its formulas. We then study a fragment of the logic with better computational properties. Notably, formulas in this fragment can be discovered from event log data using off-the-shelf existing declarative process discovery techniques.
12
Gao, Jijun, and Pratima Bansal. "Instrumental and Integrative Logics in Business Sustainability." Journal of Business Ethics 112, no. 2 (February 15, 2012): 241–55. http://dx.doi.org/10.1007/s10551-012-1245-2.
Full text
13
Zhao, Xiaohui, Chengfei Liu, and Tao Lin. "Incorporating business logics into RFID-enabled applications." Information Processing & Management 48, no. 1 (January 2012): 47–62. http://dx.doi.org/10.1016/j.ipm.2011.02.004.
Full text
14
d’Andria, Aude, Ines Gabarret, and Benjamin Vedel. "Resilience and effectuation for a successful business takeover." International Journal of Entrepreneurial Behavior & Research 24, no. 7 (November 9, 2018): 1200–1221. http://dx.doi.org/10.1108/ijebr-11-2016-0367.
Full textAbstract:
Purpose The purpose of this paper is to explore how resilience can support entrepreneurs in uncertain environments. The study’s objective is to show how different dimensions of resilience (emotional/cognitive) are dynamically connected to different logics of actions (causation/effectuation) allowing the development of a successful entrepreneurial project. Design/methodology/approach The study is based on a qualitative analysis of a blog written by an entrepreneur during the first 17 months of a search, negotiation, and financing process for a company takeover. Findings The results highlight that in high uncertainty, strong entrepreneurial resilience and shift of logics of action can contribute to the success of a business takeover. This study identifies forms of resilience during the business takeover process that helped the entrepreneur overcome adversity and succeed. Moreover, these forms of resilience seem to be related to effectual and causal logics. Practical implications This study could help future entrepreneurs succeed in the creation or takeover of an organization by improving knowledge of the relationship between resilience and logics of actions. Originality/value This study proposes a different approach to the study of entrepreneurial resilience by analyzing it in relation with the logics of action (causation/effectuation). Moreover, the study offers a modern methodological approach by using an internet blog as a data source.
15
Ahrens, Thomas, and Rihab Khalifa. "The impact of regulation on management control." Qualitative Research in Accounting & Management 12, no. 2 (June 15, 2015): 106–26. http://dx.doi.org/10.1108/qram-04-2015-0041.
Full textAbstract:
Purpose – This paper aims to contribute to our understanding of the impact of regulation on management control practices. It explores the processes by which the institutionalised properties of certain management controls are adapted to organisational contexts and underpin organisational routines. The authors are interested in the voluntary adoption of management controls with highly developed institutional logics, how organisations respond initially to the institutional logics of new management controls and by what means those logics become a workable basis for institutionalising controls in the organisation. Design/methodology/approach – The paper explores some of the ways in which the institutional logics of management control come to have organisational effects, studying a seemingly simple organisational response to institutional processes: compliance. The argument is illustrated with examples from university accreditation as a management control institution that combines cultural and administrative controls. The paper is based on participant observation in three universities. Findings – The authors find that compliance requires considerable organisational meaning-making and that organisational work of compliance separates into adaptation and execution. Moreover, the process of compliance produces distinctions between experts of the accreditation logic, users of the accreditation logic, agnostics and sceptics. Rather than passive acquiescence, compliance with regulated management control is a creative process of arranging and translating general prescriptions for use in a specific context. Originality/value – This is the first study of university accreditation as a management control institution. It adds to a still emerging literature on the effects of institutional logics, and in particular regulatory logics, on organisational management control.
16
MAHER, MICHAEL J., ANDREW ROCK, GRIGORIS ANTONIOU, DAVID BILLINGTON, and TRISTAN MILLER. "EFFICIENT DEFEASIBLE REASONING SYSTEMS." International Journal on Artificial Intelligence Tools 10, no. 04 (December 2001): 483–501. http://dx.doi.org/10.1142/s0218213001000623.
Full textAbstract:
For many years, the non-montonic reasoning community has focussed on highly expressive logics. Such logics have turned out to be computationally expensive, and have given little support to the practical use of non-monotonic reasoning. In this work we discuss defeasible logic, a less-expressive but more efficient non-monotonic logic. We report on two new implemented systems for defeasible logic: a query answering system employing a backward-chaining approach, and a forward-chaining implementation that computes all conclusions. Our experimental evaluation demonstrates that the systems can deal with large theories (up to hundreds of thousands of rules). We show that defeasible logic has linear complexity, which contrasts markedly with most other non-monotonic logics and helps to explain the impressive experimental results. We believe that defeasible logic, with its efficiency and simplicity, is a good candidate to be used as a modeling language for practical applications, including modelling of regulations and business rules.
17
Ciuchta, Michael P., Anne S. Miner, June-Young Kim, and Jay O’Toole. "Founding logics, technology validation, and the path to commercialization." International Small Business Journal: Researching Entrepreneurship 36, no. 3 (November 21, 2017): 307–30. http://dx.doi.org/10.1177/0266242617741534.
Full textAbstract:
Considerable research has demonstrated that small- and medium-sized enterprises (SMEs) who obtain institutionalized third-party endorsements experience higher performance. In this study, we develop an important boundary condition around this process. Drawing on institutional logics, we introduce the novel concept of founding logics. We then develop and test a theory in which founding logics play a role in both an SME’s decision to seek a third-party endorsement for the firm’s technology and then the likelihood that the SME will generate revenues based on the technology receiving the endorsement. Notably, our theory and results suggest that a founding logic that may compel an SME to seek technology validation can also impede the SME’s ultimate commercialization ability.
18
Mišovič, Milan, and Jan Turčínek. "Relation between process and service logics." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 61, no. 2 (2013): 411–16. http://dx.doi.org/10.11118/actaun201361020411.
Full textAbstract:
It is generally accepted that the process control of a small and medium-sized manufacturing business enterprise is the foundation of high quality care of firm’s business processes. Any business process is seen as an indivisible sequence of activity steps designed to perform complex business activities. In its statutory documents the company should have concise descriptions of at least the main processes, along with their contexts in a given department of the company and the employee position.The main business processes, of course many others, are not immutable, on the contrary, they are very often changing. Many processes occur, others are modified others disappear as antiquated and useless to support strategic business objectives. All this is a consequence of the firms’ effort needed to maintain competitiveness in the harsh and dynamic consumer market.Business processes are not isolated, many of them are part of a relatively large process chains, so-called enterprise services, see (Erl, 2005). The discipline of Software Engineering responded to the possibility of consolidating enterprise functionality with enterprise services with the method SOA (Service Oriented Architecture) leading to new applications for enterprise information systems.In contrast to business processes, business services are still not sufficiently recognized in the statutory documents of enterprises. Informaticians, producing software applications for enterprise information systems, must draw on company management knowledge relating to the general context and processes together with management to prepare business services. There are therefore more relevant questions based on the emergence of corporate services and information modeling in the discipline of Information Engineering. Acceptable responses are not included in a lot of publications or in publications of the doyen of SOA Thomas Erl, see (Erl, 2006) and thus the proposed SOA paradigm suffers from the same problem.The present article tries to give an answer to those questions and show the relevant theoretical basis for finding service solutions of business process logic. Furthermore, this article wants to show possible conversions of known methods of process analysis of Information Engineering disciplines, such as the method Eriksson – Penker Business Extensions, or the method ARIS by prof. Scheer, into the platform of enterprise services.
19
Holmlund, Maria, Tore Strandvik, and Ilkka Lähteenmäki. "Digitalization challenging institutional logics." Journal of Service Theory and Practice 27, no. 1 (January 9, 2017): 219–36. http://dx.doi.org/10.1108/jstp-12-2015-0256.
Full textAbstract:
Purpose The purpose of this paper is to explore the mental models of top executive team members in a selected retail bank. The focus is on how each executive team member makes sense of the market situation and changes with regard to customers and customer-bank interactions in the current situation where earlier bank practices are at risk of becoming obsolete. Design/methodology/approach All members in the executive team were interviewed individually in August 2014 on how they reason about challenges in the service business. The study uses an abductive research approach. Findings The mental models were largely dominated by internal bank issues, and adjusting the services to changing customer preferences was considered a main challenge. The research analysis showed that the executive team members identified the same business challenges, but their interpretations of the meanings and implications of the challenges were different. Mental models tend to be hidden and stable and are seldom explicitly elaborated. There was a distinct spread in mental models in terms of content. Limited focus was on customers as the starting point for business development and renewal. Research limitations/implications The study was conducted in the retail banking setting, which is currently affected by many changes. The study, however, was limited to executive members in one bank. Practical implications The foremost implications of this study relate to sensitising executive members and teams to their mental models and exposing different core challenges related to customers and customer relationships in the retail banking sector. Originality/value The value of the study is it sheds light on top executives’ prospective sensemaking of current business challenges by addressing individual mental models. The study represents a novel approach in the strategic service management literature.
20
Enquist, Bo, Samuel Petros Sebhatu, and Mikael Johnson. "Transcendence for business logics in value networks for sustainable service business." Journal of Service Theory and Practice 25, no. 2 (March 9, 2015): 181–97. http://dx.doi.org/10.1108/jstp-09-2013-0189.
Full text
21
Eriksson, Thérèse, Lars-Åke Levin, and Ann-Charlotte Nedlund. "Centrality and compatibility of institutional logics when introducing value-based reimbursement." Journal of Health Organization and Management 35, no. 9 (September 15, 2021): 298–314. http://dx.doi.org/10.1108/jhom-01-2021-0010.
Full textAbstract:
PurposeUsing financial incentives has been criticised for putting too much focus on things that can be measured. Value-based reimbursement may better align professional values with financial incentives. However, professional values may differ between actor groups. In this article, the authors identify institutional logics within healthcare-providing organisations. Further, the authors analyse how the centrality and compatibility of the identified logics affect the institutionalisation of external demands.Design/methodology/approach41 semi-structured interviews were conducted with representatives from healthcare providers within spine surgery in Sweden, where a value-based reimbursement programme was introduced. Data were analysed using thematic content analysis with an abductive approach, and a conceptual framework based on neo-institutional theory.FindingsAfter the introduction of the value-based reimbursement programme, the centrality and compatibility of the institutional logics within healthcare-providing organisations changed. The logic of spine surgeons was dominating whereas physiotherapists struggled to motivate a higher cost for high quality physiotherapy. The institutional logic of nurses was aligned with spine surgeons, however as a peripheral logic facilitating spine surgery. To attain holistic and interdisciplinary healthcare, dominating institutional logics within healthcare-providing organisations need to allow peripheral institutional logics to attain a higher centrality for higher compatibility. Thus, allowing other occupations to take responsibility for quality and attain the feeling of professional pride.Originality/valueInterviewing spine surgeons, physiotherapists, nurses, managers and administrators allows us to deepen the understanding of micro-level behaviour as a reaction (or lack thereof) to macro-level decisions.
22
Cova, Bernard, Per Skålén, and Stefano Pace. "Interpersonal practice in project marketing: how institutional logics condition and change them." Journal of Business & Industrial Marketing 34, no. 4 (June 7, 2019): 723–34. http://dx.doi.org/10.1108/jbim-03-2018-0116.
Full textAbstract:
Purpose Project marketing is the specific activity of companies selling projects-to-order. Interpersonal practice is known to be important in this type of marketing. While this interpersonal practice has been little studied, some previous research suggests that changes in the institutional macro environment have affected it. Therefore, the purpose of this paper is to study today’s interpersonal practice in project business and how the institutional environment conditions it. Design/methodology/approach Semi-structured interviews were conducted with marketing managers at project-based firms in different business sectors in France and Sweden. Data collection and analysis was informed by grounded theory. Findings The paper identifies three types of interpersonal practice in project marketing, referred to as the transactional, the work-based and the socializing. Changes in these are explained in relation to the three institutional logics identified in the data: the market institutional logic of business ethics, the corporate institutional logic of rationalization and the family institutional logic of gender equality. Research limitations/implications Future studies can continue and broaden this work as it regards how the institutional conditioning of interpersonal practice varies with context. Practical implications By clearly categorizing the three types of interpersonal practice and their relative role today, companies can orient the activities of salespeople, business developers and other project marketers. Social implications The paper highlights how business ethics and gender equality have changed interpersonal practices in project marketing. Originality/value The paper contributes to the current debate on project marketing by identifying three types of interpersonal practice and by illustrating how institutional logics condition and change these. The paper shows that extra-business activities are needed less than previous research has argued with regard to maintaining customer relationships in-between projects.
23
Napshin, Stuart A., and Arash Azadegan. "Partner attachment to institutional logics: The influence of congruence and divergence." Journal of Management & Organization 18, no. 4 (July 2012): 481–98. http://dx.doi.org/10.5172/jmo.2012.18.4.481.
Full textAbstract:
AbstractPartnerships are increasingly important to firm product innovation. They also increasingly involve parties that are attached to different institutional logics. We examine the effect of firm and partner attachments to the same and different institutional logics. Findings suggest that when partners are attached to the same institutional logic, new product development performance is positively influenced. However, when partners are attached to different institutional logics, new product development is negatively influenced. When controlling for attachment to different institutional logics, partnerships with private companies are more beneficial than partnerships with government research institutions.
24
Price, Ilfryn. "Exploring FM’s dominant logics." Facilities 36, no. 1/2 (February 5, 2018): 37–48. http://dx.doi.org/10.1108/f-01-2017-0005.
Full textAbstract:
Purpose This paper aims to investigate the service ecosystem of facility/facilities management (FM) against the Vargo and Lusch framework of service-dominant logic (S-D Logic). Design/methodology/approach A theoretical argument guided by previous research into service excellence in FM. Findings In the paper, two arguments are made. First, FM is still dominated by a contractual logic grounded in the tangible world of buildings and bills of quantities. Second, the reciprocal flow of services inherent in the S-D Logic offers a powerful tool for appreciating real service excellence and a business contribution from FM. Research limitations/implications The S-D Logic framework is theoretical but, it is argued, has profound implications for the practical delivery of FM and the addition of both business and social value. Originality/value The reciprocal flow of service (as recognition, involvement and development) to FM’s “shop-floor” staff – the actual fee earners – may be the cornerstone of the co-creation and partnership, much espoused but less frequently practiced.
25
Ojasalo, Jukka, and Katri Ojasalo. "Service Logic Business Model Canvas." Journal of Research in Marketing and Entrepreneurship 20, no. 1 (July 9, 2018): 70–98. http://dx.doi.org/10.1108/jrme-06-2016-0015.
Full textAbstract:
Purpose The purpose of this study is to develop a service logic oriented framework for business model development. “Service logic” covers the basic principles of the three contemporary customer value focused business logics: service-dominant logic, service logic and customer-dominant logic. Design/methodology/approach This study is based on an empirical qualitative research and deployed the focus group method. The data are generated in a series of interactive co-creative focus group workshops involving both practitioners and academics. Findings As the outcome, a new tool was developed, called Service Logic Business Model Canvas. The new canvas is a modified version of the original Business Model Canvas (Osterwalder and Pigneur, 2010). Research limitations/implications This study adopts service logic in business model thinking and increases knowledge on how to keep the customer needs in the centre of business model development. Practical implications The developed canvas makes the theory of service-dominant logic tangible and easily applicable in practice. It enables service innovation truly based on customer value by ensuring that the customer is in the centre of all the elements of a business model. It can function both as a rapid prototype of a new business model and as a communication tool that quickly illustrates the company’s current business model. It can also help in creating a customer-centred business culture. It is designed to be applied to each customer profile separately, thus enabling a deeper understanding of the customer logic of each relevant profile. Originality/value Earlier business model frameworks tend to be provider-centric and goods-dominant, and require further development and adaptation to service logic. This study adopts service logic in business model thinking. It embeds the true and deep customer understanding and customer value in each element of the business model, and contributes to both business model and service-dominant logic literature.
26
Annala, Linda, Pia Eva Polsa, and Gyöngyi Kovács. "Changing institutional logics and implications for supply chains: Ethiopian rural water supply." Supply Chain Management: An International Journal 24, no. 3 (May 7, 2019): 355–76. http://dx.doi.org/10.1108/scm-02-2018-0049.
Full textAbstract:
Purpose The institutional logic in developing countries is changing from aid toward trade, having implications for institutionally embedded supply chains (SCs) and their members. The purpose of this study is to investigate the transition from aid toward trade through a theoretical lens of institutional logics and the implications of changing logics for SC members and designs. Design/methodology/approach This is a large-scale qualitative study of the SCs of maintenance and repair operations (MRO) of water points. Empirical data were collected via 53 semi-structured interviews, observations, including photographs, and field notes from several echelons of MRO SCs in ten different Ethiopian districts. Findings In spite of the same underlying tenet of a unidirectional trajectory toward a business logic, the study shows that the co-existence or constellation of different institutional logics resulted in diverse practices that impacted SC design. Research limitations/implications The research was carried out in the MRO SC at a time of changing institutional logics, thereby being able to study their transition or constellation of logics. Practical implications The research has implications for policymakers and development practitioners: when designing and implementing rural water supply programs, the presence of co-existing logics and the lack of uniform SC designs should not be viewed as a hindrance. In fact, the study showed how constellations of logics can provide ways through which water points continue functioning and providing clean drinking water to the communities. Originality/value Few studies so far have focused on institutional logics and their implications for SC design.
27
Dequech, David. "Logics of Justification and Logics of Action." Journal of Economic Issues 42, no. 2 (June 2008): 527–35. http://dx.doi.org/10.1080/00213624.2008.11507162.
Full text
28
Welch, Catherine, and Ian Wilkinson. "Idea Logics and Network Theory in Business Marketing." Journal of Business-to-Business Marketing 9, no. 3 (May 30, 2002): 27–48. http://dx.doi.org/10.1300/j033v09n03_02.
Full text
29
Dadzie, Kofi Q. "Reappraising Competing Dominant Logics for African Business Research." Journal of African Business 14, no. 1 (January 2013): 1–6. http://dx.doi.org/10.1080/15228916.2013.771514.
Full text
30
Gregori, Wdowiak, Schwarz, and Holzmann. "Exploring Value Creation in Sustainable Entrepreneurship: Insights from the Institutional Logics Perspective and the Business Model Lens." Sustainability 11, no. 9 (April 29, 2019): 2505. http://dx.doi.org/10.3390/su11092505.
Full textAbstract:
Sustainable entrepreneurs intend to create environmental and social value while they build their financially viable business. With this in mind, they are embedded in multiple institutionalized value systems (i.e., institutional logics) that provide them with different, often contradictory values, beliefs, and guiding principles. Adhering to these value systems and integrating multiple forms of value into a coherent business model is a key task for sustainable entrepreneurs, yet current efforts lack insight into how this can be achieved. To address this, the article utilizes the institutional logic perspective in conjunction with the componential approach to business models. By analyzing a longitudinal in-depth case study, this article develops a novel theoretical model linking shifts in the entrepreneur’s perception of institutional logic to business model alterations, and emphasizes the underlying mechanisms and behavior of the sustainable entrepreneur. Sustainable entrepreneurs integrate and blend institutional logic through multiple business model transitions, which are characterized by a personal reorientation of the entrepreneur and new practices to implement change. Furthermore, our findings show that the entrepreneur’s habitus, the pre-change business model, and the change-specific dominant logic are integral and previously overlooked concepts that contextualize their business model transition. The findings and discussion advance the theoretical and practical understanding of the processes through which sustainable entrepreneurs integrate multiple forms of value into their business models. With that, the article contributes to research on sustainable entrepreneurship, institutional logic and business models.
31
AMSHOFF, BENJAMIN, CHRISTIAN DÜLME, JULIAN ECHTERFELD, and JÜRGEN GAUSEMEIER. "BUSINESS MODEL PATTERNS FOR DISRUPTIVE TECHNOLOGIES." International Journal of Innovation Management 19, no. 03 (May 27, 2015): 1540002. http://dx.doi.org/10.1142/s1363919615400022.
Full textAbstract:
Companies nowadays face a myriad of business opportunities as a direct consequence of manifold disruptive technology developments. As a basic characteristic, disruptive technologies lead to a severe shift in value-creation networks giving rise to new market segments. One of the key challenges is to anticipate the business logics within these nascent and formerly unknown markets. Business model patterns promise to tackle this challenge. They can be interpreted as proven business model elements, which reveal valuable insights about pursued business logics. The approach in general helps increasing efficiency in business models design processes, but especially lacks methodological support so far. The paper at hand, therefore presents a methodology for pattern-based business model design simplifying development and analysis of business models for disruptive technologies. The methodology has been validated within several industrial projects.
32
Bourne, Clea. "Fintech’s Transparency–Publicity Nexus: Value Cocreation Through Transparency Discourses in Business-to-Business Digital Marketing." American Behavioral Scientist 64, no. 11 (October 2020): 1607–26. http://dx.doi.org/10.1177/0002764220959385.
Full textAbstract:
This article engages with the critical study of contemporary publicity by examining transparency as a strategic project to platformize financial services. The article contributes to understandings of transparency as value cocreation in business-to-business markets. Through field-level discourse analysis, the article shows that transparency is contingent primarily on the nature of the market, in this case, a platformized industry, which valorizes transparency as part of a regime of data sharing and open access. Transparency is further contingent on the market actor: actors with lesser status and market legitimacy are more likely to seek to cocreate transparency with market actors of greater or similar status and legitimacy. The article concludes that in commercial spaces, publicity’s relationship to transparency is not only determined by market logic, but that all market logics are being drawn further toward a technological definition of transparency as “shareveillance,” as more segments of economic life become platformized.
33
Sparviero, Sergio. "Hybrids Before Nonprofits: Key Challenges, Institutional Logics, and Normative Rules of Behavior of News Media Dedicated to Social Welfare." Journalism & Mass Communication Quarterly 97, no. 3 (July 29, 2020): 790–810. http://dx.doi.org/10.1177/1077699020932564.
Full textAbstract:
This article proposes comparing nonprofit news organizations that prioritize social welfare goals with the hybrid organizational form that mixes the institutional logics of charities and business enterprises: the Social Enterprise. The institutional logic comprises organizing templates, patterns of actions and values. These Social News Enterprises (SNEs) are analyzed as hybrids mixing the institutional logics of commercial, public, and alternative news media. Financed by donations and the revenue from services, SNEs engage in public, investigative, and explanatory journalism. Normative behavioral principles of SNEs are used to compare the impact-based model of ProPublica with the growth-focused model of The Texas Tribune.
34
Qin, Yu, Huimin Gu, Bin Li, and Daisy Fan. "The Chinese hospitality industry: a perspective article." Tourism Review 75, no. 1 (December 19, 2019): 117–21. http://dx.doi.org/10.1108/tr-05-2019-0196.
Full textAbstract:
Purpose This paper aims to illustrate the logics that have shifted in the Chinese hotel industry since 1949 and discuss its implications for advance a better understanding of how and why the Chinese hotel industry has evolved into its present situation. The logic evolution and future trends in this market were also discussed. Design/methodology/approach As this research is aimed at answering the “how” and “why” aspects in the evolution of Chinese hotel industry, qualitative approach is applied to answer the questions. Findings This paper divided the history of contemporary Chinese hotel industry into three stages: 1949-1977, 1978-2001 and 2002 to the present. Hotel business in each period was dominated by state logic, profession logic and market/corporation logic, respectively. Originality/value The authors applied institutional logics perspective to explore how and why China hotel industry evolved in the past 70 years.
35
Richards, Melanie, Nadine Kammerlander, and Thomas Zellweger. "Listening to the Heart or the Head? Exploring the “Willingness Versus Ability” Succession Dilemma." Family Business Review 32, no. 4 (March 12, 2019): 330–53. http://dx.doi.org/10.1177/0894486519833511.
Full textAbstract:
Incumbents typically seek a highly committed and at the same time highly competent child as a successor, yet such a candidate is often not available. Extant literature is unable to predict which desired attribute—commitment (i.e., willingness) or competence (i.e., ability)—is most important in this dilemma. Drawing from institutional logics literature, we suggest that the incumbent’s personal experiences, education, and cultural embeddedness, as much as firm-level situational stimuli, direct incumbent attention to either corporate logic, favoring competence, or family logic, favoring commitment, to guide decision-making about which family member to choose as a successor. We test our hypotheses using policy capturing with responses of 1,060 family firm owner-managers, and contribute to research on succession, family firms, and institutional logics.
36
Kiss, Andreea N., Wade M. Danis, Sudhir Nair, and Roy Suddaby. "Accidental tourists? A cognitive exploration of serendipitous internationalisation." International Small Business Journal: Researching Entrepreneurship 38, no. 2 (November 1, 2019): 65–89. http://dx.doi.org/10.1177/0266242619884032.
Full textAbstract:
A substantial body of work views initial foreign market entries (FMEs) as intentional and deliberately planned by proactive decision-makers. However, research suggests that FMEs may also occur serendipitously. We take an international opportunity recognition (IOR) perspective and focus on the cognitive underpinnings of serendipitous internationalisation processes associated with six ventures. We highlight differences in the causal logics of decision-makers and cognitive attributes that, in the process of updating causal logics, create oscillations between serendipitous and subsequent planned FMEs. We also explain when and why an effectuation logic is more likely to be employed. We extend research on IOR by elaborating a dynamic interaction between planned and unplanned cognition that provides new insights into how cognitive processes facilitate opportunity recognition.
37
Rundshagen, Volker M., Markus Raueiser, and Sascha Albers. "Business Schools Dealing With Conflicting Logics: A Configurational Approach." Academy of Management Proceedings 2017, no. 1 (August 2017): 11600. http://dx.doi.org/10.5465/ambpp.2017.11600abstract.
Full text
38
Risi, David. "Time and Business Sustainability: Socially Responsible Investing in Swiss Banks and Insurance Companies." Business & Society 59, no. 7 (May 31, 2018): 1410–40. http://dx.doi.org/10.1177/0007650318777721.
Full textAbstract:
Business sustainability aims to combine market logic with social welfare logic. In literature, it is commonly assumed that sustainability and the social welfare logic associated with it are characterized by a long-term orientation. However, this assumption is problematic because this principle may not apply in certain contexts. This qualitative study challenges this assumption and focuses on the mechanisms by which time affects the adoption of sustainability practices in the context of socially responsible investing (SRI) practices in Swiss banks and insurance companies. The article provides insights into the mechanisms associated with different time horizons and investigates their effects on the adoption of SRI in financial intermediaries. It also shows how the dimension of time shapes interactions between the two institutional logics underlying SRI in business organizations through specific mechanisms.
39
Guyader, Hugo, Brenda Nansubuga, and Karin Skill. "Institutional Logics at Play in a Mobility-as-a-Service Ecosystem." Sustainability 13, no. 15 (July 24, 2021): 8285. http://dx.doi.org/10.3390/su13158285.
Full textAbstract:
The last decade has brought the transport sector to the forefront of discussions on sustainability and digital innovations: practitioners, researchers, and regulators alike have witnessed the emergence of a wide diversity of shared mobility services. Based on a longitudinal case study of a regional Mobility-as-a-Service (MaaS) ecosystem in Sweden, constituted of a document analysis and 24 semi-structured interviews with 18 representatives from regional authorities, mobility service providers, and other stakeholders from the public and private sectors, this study examines the co-existing and competing institutional logics at play, identified as State logic, Market logic, Sustainability logic, Experimental logic, and Service logic. The analysis reveals that these institutional logics pertain to tensions in the collaboration within the ecosystem’s stakeholders in terms of: (1) finding a common vision and scope for MaaS, (2) establishing a sustainable business model, (3) triggering a behavioral change regarding car travel, (4) being able to find one’s role within the project and to consequently collaborate with other stakeholders, and (5) managing uncertainty through testing and experimenting innovative solutions, which ultimately yielded key learnings about MaaS and the shared mobility ecosystem and its stakeholders. These case study findings, based on an institutional logics framework, provide a novel perspective on emerging ecosystems, from which implications for MaaS developers and further research on shared mobility are drawn.
40
Jensen, Peter D. Ørberg, and Bent Petersen. "Value creation logics and internationalization of service firms." International Marketing Review 31, no. 6 (November 10, 2014): 557–75. http://dx.doi.org/10.1108/imr-09-2013-0187.
Full textAbstract:
Purpose – While mainstream theories in international business and management are foundedeither explicitly or implicitly on studies of manufacturing firms, prior attempts to develop theoryon the internationalization of service firms are sparse and have yet to establish solid andcomprehensive frameworks. The thrust of this study is that value creation logics, a constructoriginally developed by Stabell and Fjeldstad (1998) can assist us in better understanding why and how service firms internationalize. The authors extend this construct and propose that the internationalization of service firms must be based on a thorough understanding of the fundamental nature of these firms. Design/methodology/approach – Theoretical study. Findings – The authors put forward propositions concerning the pace of internationalization and the default foreign operation modes in service firms. Research limitations/implications – The use of value creation logics can be a useful complement to the conventional approaches to the study of service firms’ internationalization. However, the fact that most firms encompass more than one value creation logic complicates the use of firm databases and industry statistics. Practical implications – The authors suggest that managers in service firms should consider primarily the nature of the value creation logic(s) in their firms when deciding and designing an internationalization strategy. Originality/value – The study presents a novel theoretical approach and a set of propositions on service firm internationalization founded on the specific characteristics of the service activities.
41
Ilonen, Sanna, Jarna Heinonen, and Pekka Stenholm. "Identifying and understanding entrepreneurial decision-making logics in entrepreneurship education." International Journal of Entrepreneurial Behavior & Research 24, no. 1 (January 8, 2018): 59–80. http://dx.doi.org/10.1108/ijebr-05-2017-0163.
Full textAbstract:
Purpose It is unclear how nascent entrepreneurs make decisions during the venture creation process. The purpose of this paper is to investigate decision-making logics and their transformation over time among student entrepreneurs who aim to create new business ventures in the higher education setting. Design/methodology/approach The study employs the mixed methods approach through the use of survey and observation data. The longitudinal survey data comprise three surveys collected via an internet-aided tool. The constructs of causation and effectuation are measured using previously tested scales (Chandler et al., 2011). Non-participant observation data were collected during the course, focussing on the venture creation processes of four different start-ups, and were analysed thematically. Findings The findings show three transformation patterns – doubts in how to proceed, unwillingness to proceed, and unsatisfactory team dynamics – that led individuals towards a coping decision-making logic in which no causation or effectuation is emphasised. The findings illustrate that, despite this stage of decision-making logic, the learning process continues: Even if no new business venture is launched, entrepreneurship education can still generate learning outcomes that improve students’ understanding of entrepreneurship as well as understanding of themselves as entrepreneurs. Originality/value This study brings the theories of causation and effectuation into the teaching of entrepreneurship. Of particular value to scholars is the fact that the study generates new understanding of the decision-making logics during new venture creation. Accordingly, this study sheds new light on the transformation and complementarity of the decision-making logic of an individual as new ventures emerge in an educational context reflecting the real-life start-up context.
42
Firsova, Svitlana. "Examining Institutional Content of the Balanced Scorecard: Logics and Translations in Ukrainian Business Environment." Organizations and Markets in Emerging Economies 8, no. 2 (December 29, 2017): 142–64. http://dx.doi.org/10.15388/omee.2017.8.2.14184.
Full textAbstract:
This study examines institutional definitions and meanings Ukrainian managers attach to one of the most popular management concepts – the Balanced Scorecard. Socially constructed discourses, that is, beliefs, understandings, expectations, interpretations, collective cognitions and meanings beyond initial technical purposes of the BSC are treated as an institutional content that infuses and distorts technical aspects of the practice. Results confirm that technical foundations of this practice have been infused with institutionally constructed meanings and understandings generated from the local dominant institutional order, constructing the meaning of the BSC as a coercive, command-and control management system. Gathering information from local sources of information and strengthening them with collective understandings, the BSC has been infused with new meanings and beliefs, dramatically changing the original technical core of the concept. The study shows how the meaning of the management concept changed in the new institutional context under the dominance of the local logic. Specifically, the study contributes to the individual-level research on the impact of institutional logics on actors’ actions by showing the process of individuals’ responses to two macro-level meaning systems materialized in the BSC – prototypical and home institutional logics.
43
Dequech, David. "Logics of Action, Provisioning Domains, and Institutions: Provisioning Institutional Logics." Journal of Economic Issues 47, no. 1 (March 2013): 95–112. http://dx.doi.org/10.2753/jei0021-3624470104.
Full text
44
Lam, Vitus. "Constraint-based reasoning on declarative process execution with the logics workbench." Business Process Management Journal 21, no. 3 (June 1, 2015): 586–609. http://dx.doi.org/10.1108/bpmj-10-2014-0092.
Full textAbstract:
Purpose – An integral part of declarative process modelling is to guarantee that the execution of a declarative workflow is compliant with the respective business rules. The purpose of this paper is to establish a formal framework for representing business rules and determining whether any business rules are violated during the executions of declarative process models. Design/methodology/approach – In the approach, a business rule is phrased in terms of restricted English that is related to a constraint template. Linear temporal logic (LTL) is employed as a formalism for defining the set of constraint templates. By exploiting the theorem-proving feature of the Logics Workbench (LWB), business rule violations are then detected in an automatic manner. Findings – This study explored the viability of encoding: first, process executions by means of LTL and second, business rules in terms of restricted English that built upon pattern-oriented templates and LTL. The LWB was used for carrying out temporal reasoning through automated techniques. The applicability of the formal verification approach was exemplified by a case study concerning supply chain management. The findings showed that practical reasoning could be achieved by combining declarative process modelling, restricted English, pattern-oriented templates, LTL and LWB. Originality/value – First, new business rule templates are proposed; second, business rules are expressed in restricted English instead of graphical constructs; third, both finite execution trace and business rules are grounded in LTL. There is no need to deal with the semantic differences between different formalisms; and finally, the theorem prover LWB is used for the conformance checking of a finite execution trace against business rules.
45
Skjølsvik, Tale. "Combining goods and service-dominant logics in purchasing strategies." Journal of Business & Industrial Marketing 33, no. 8 (October 1, 2018): 1087–99. http://dx.doi.org/10.1108/jbim-09-2017-0220.
Full textAbstract:
Purpose While goods- and service-dominant logics are separated in most research as alternative and often incompatible paradigms, this paper aims to show how these logics can be and are combined in purchasing strategies in organizations. The paper also illustrates that multiple logics exist in addition to purely goods- or service-based logics. Design/methodology/approach The paper is based on empirical data on the purchasing of management consulting services, which represent an extreme context for understanding the combination and intersection of goods- and service-dominant logics. In particular, four in-depth case studies and interviews with 51 sellers and 30 buyers of management consulting services are used to develop a typology of purchasing approaches that combines goods- and service-dominant logics. Findings The study shows that goods- and service-dominant logics are combined in two main purchasing phases: supplier set selection and assignment selection. In both these phases, parallel and knowledge-based, embedded and experience-based approaches were identified as ways of combining goods- and service-dominant logics in the purchasing context. Research limitations/implications The research presented in the following adds to our existing understanding of possible purchasing strategies under multiple logics in buying organizations. Future research should explore the conditions under which different strategies are and should be applied in organizations. Practical implications This paper gives practitioners alternative approaches to choose from in their purchasing and sales of knowledge-intensive services, in addition to transactional and relational strategies. Originality/value The research adds to existing research on business and industrial marketing by identifying particular purchasing strategies on a continuum between goods- and service-dominant logics.
46
Grossman-Thompson, Barbara H. "Disposability and gendered control in labor migration: Limiting women’s mobility through cultural and institutional norms." Organization 26, no. 3 (November 23, 2018): 337–54. http://dx.doi.org/10.1177/1350508418812584.
Full textAbstract:
In this article, I draw upon interviews with 30 Nepali returned women migrant workers to elucidate how the gendered institutional logics of both the Nepali state and for-profit manpower companies synergistically function to constrain women’s mobility. In particular, I focus on women migrant workers who migrate illegally to Gulf countries to work as domestic laborers, as this constitutes one of the largest channels of women’s labor migration from Nepal. To illuminate the particulars of Nepali women migrant workers’ experiences, I employ two theoretical frameworks, both developed by feminist political economists within the context of feminized workplaces broadly and global factory floors specifically. The first framework presents a logic of female disposability as shaping the feminized workforce of the global South. The second framework presents a logic of gendered control as doing the same. In this article, I show how these dual logics can be applied to women’s foreign labor migration in Nepal, and argue that these logics operate simultaneously through the various institutions that Nepali women navigate during migration. The Nepali case shows how both logics serve ultimately to limit women’s mobility and bolster the authority of institutions and organizations historically controlled by men—for example, the family, the state, transnational corporations—over women migrants. By bringing these two logics to bear on a case of women domestic workers’ migration from the global South, this article offers new insights into the functioning of institutions central to this large-scale, transnational movement of people.
47
Olsen, Trude Høgvold, and Elsa Solstad. "Changes in the power balance of institutional logics: Middle managers’ responses." Journal of Management & Organization 26, no. 4 (December 26, 2017): 571–84. http://dx.doi.org/10.1017/jmo.2017.72.
Full textAbstract:
AbstractThe purpose of this paper is to explore how middle managers respond when an existing institutional logic is reinforced through radical organisational change. We analyse documents and interviews with middle managers in three public sector contexts (hospitals, upper secondary schools, municipal agencies) in which the power balance between the managerial and professional logics changed through mergers. Contrary to expectations from previous research, we found a variety of responses across contexts. Our data suggest that the middle managers chose whether to acknowledge available information about the managerial logic, and that they either accepted or rejected the new power balance between the logics. There were two different ways of accepting the new power balance: by showing loyalty or through resignation. Its rejection took the form of strategically adhering to the managerial logic as a novice, even though a middle manager was, or should have been, familiar with this logic.
48
Soudain, Laurence Lecoeuvre, Philippe Deshayes, and Henrikki Tikkanen. "Positioning of the Stakeholders in the Interaction Project Management-Project Marketing: A Case of a Coconstructed Industrial Project." Project Management Journal 40, no. 3 (September 2009): 34–46. http://dx.doi.org/10.1002/pmj.20120.
Full textAbstract:
Based on a business-to-business (B-to-B) case within the automotive industry, this study proposes logics (constructivist and determinist, respectively) of protagonists and highlights the complexity of their dynamics during the successive project's phases. The concept of milieu will emphasize the complex business in which project marketing takes place; notably, it allows better identification of relevant relationships. Our article focuses on this concept of milieu with regard to the interactions between project marketing and project management actors during project phases. In particular, this article underlines the difference and the accommodation between the dynamics of interaction and the dynamics of congruence of marketing and management logics.
49
Gregori, Patrick, Malgorzata Anna Wdowiak, and Erich J. Schwarz. "Developing Business Models in Sustainable Entrepreneurship: An Institutional Logics Perspective." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 17012. http://dx.doi.org/10.5465/ambpp.2019.17012abstract.
Full text
50
Baiyere, Abayomi, Hannu Salmela, and Tommi Tapanainen. "Digital transformation and the new logics of business process management." European Journal of Information Systems 29, no. 3 (March 1, 2020): 238–59. http://dx.doi.org/10.1080/0960085x.2020.1718007.
Full text