Inside the hybrid organization: Selective coupling as a response to competing institutional logics

Academy of Management Journal

Volumn 56, Issue 4, 2013, Pages 972-1001

  Pache, Anne Claire ^a   Santos, Filipe ^b  

^a ESSEC BUSINESS SCHOOL   (France)

^b INSEAD   (France)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84885006005     PISSN: 00014273     EISSN: None     Source Type: Journal    
DOI: 10.5465/amj.2011.0405     Document Type: Article

References (60)

1. Almandoz, J. 2012. Arriving at the starting line: The impact of community and financial logics on new banking ventures. Academy of Management Jour-nal, 55: 1381-1406.
2. Aurini, J. 2006. Crafting legitimation projects: An insti-tutional analysis of private education businesses. Sociological Forum, 21: 83-111.
3. Austin, J., Stevenson, H., & Wei-Skillern, J. 2006. Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship: Theory and Practice, 30: 1-22.
4. Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepre-neurial bricolage. Administrative Science Quar-terly, 50: 329-366.
5. Basu, O. N., Dirsmith, M. W., & Gupta, P. P. 1999. The coupling of the symbolic and the technical in an institutionalized context: The negotiated order of the GAO's audit reporting process. American Sociolog-ical Review, 64: 506-526.
6. Battilana, J., & Dorado, S. 2010. Building sustainable hybrid organizations: The case of commercial micro-finance organizations. Academy of Management Journal, 6: 1419-1440.
7. Besharov, M., & Smith, W. 2012. Paradoxes of social enterprises: Sustaining utilitarian and normative identities simultaneously. Ithaca: Cornell Univer-sity Press.
8. Binder, A. 2007. For love and money: Organizations' creative responses to multiple environmental logics. Theory and Society, 36: 547-571.
9. Boxenbaum, E., & Jonsson, S. 2008. Isomorphism, diffu-sion and decoupling. In R. Greenwood, C. Oliver, R. Suddaby & K. Sahlin-Andersson (Eds.), The Sage Handbook of organizational institutionalism: 78-98. London: Sage.
10. Boyd, B., Henning, N., Wang, D., & Welch, M. 2010. Hybrid organizations. Sheffield, UK: Greenleaf.
11. Bromily, P., & Powell, W. W. 2012. From smoke and mirrors to walking the talk: Decoupling in the con-temporary world. In J. P. Walsh & A. P. Brief (Eds.), Academy of Management annals, vol. 4: 483-530. Essex, UK: Routledge.
12. Brunsson, N. 2002. The organisation of hypocrisy. Oslo: Abstract Liber.
13. Carrick-Cagna, A.-M., & Santos, F. 2009. Social versus commercial enterprise: The Compartamos debate and the battle for the soul of microfinance. INSEAD teaching case: 1-15. INSEAD, Fontaine-bleau.
14. Chen, K. K., & O'Mahony, S. 2006. The selective synthe-sis of competing logics. Paper presented at the an-nual meeting of the Academy of Management.
15. Crilly, D., Zollo, M., & Hansen, M. T. 2012. Faking it or muddling through: Understanding decoupling in re-sponse to stakeholder pressures. Academy of Man-agement Journal, 55: 1429-1448.
16. D'Aunno, T. A., Succi, M., & Alexander, J. A. 2000. The role of institutional and market forces in divergent organizational change. Administrative Science Quarterly, 45: 679-703.
17. D'Aunno, T. A., Sutton, R. I., & Price, R. H. 1991. Isomor-phism and external support in conflicting institu-tional environments: A study of drug abuse treat-ment units. Academy of Management Journal, 34: 636-661.
18. Dacin, M. T., Oliver, C., & Roy, J. P. 2007. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, 28: 169-187.
19. Di Maggio, P. J., & Anheier, H. K. 1990. The sociology of nonprofit organizations and sectors. In W. R. Scott & J. Blake (Eds.), Annual review of sociology, vol. 16: 137-159. Palo Alto, CA: Annual Reviews.
20. DiMaggio, P., & Powell, W. W. 1983. The iron cage revis-ited: Institutional isomorphism and collective ratio-nality in organizational fields. American Sociologi-cal Review, 48: 147-160.
21. Dunn, M. B., & Jones, C. 2010. Institutional logics and institutional pluralism: The contestation of care and science logics in medical education, 1967-2005. Ad-ministrative Science Quarterly, 55: 114-149.
22. Economist. 2009. The rise of the hybrid company. December 15.
23. Eisenhardt, K. M. 1989. Building theories from case study research. Academy of Management Review, 14: 532-550.
24. Elsbach, K. D., & Sutton, R. I. 1992. Acquiring organiza-tional legitimacy through illegitimate actions: A marriage of institutional and impression manage-ment theories. Academy of Management Journal, 35: 699-738.
25. Fiss, P. C., & Zajac, E. J. 2006. The symbolic management of strategic change: Sensegiving via framing and de-coupling. Academy of Management Journal, 49: 1173-1193.
26. Fligstein, N. 1996. Markets as politics: A political-cul-tural approach to market institutions. American So-ciological Review, 61: 656-673.
27. Friedland, R., & Alford, R. R. 1991. Bringing society back in: Symbols, practices, and institutional contradic-tions. In W. W. Powell & P. DiMaggio (Eds.), The new institutionalism in organizational analysis: 232-263. Chicago: University of Chicago Press.
28. Frumkin, P. 2002. On being nonprofit. Cambridge, MA: Harvard University Press.
29. Glynn, M. A. 2000. When cymbals become symbols: Con-flict over organizational identity within a symphony orchestra. Organization Science, 11: 285-298.
30. Glynn, M. A., & Lounsbury, M. 2005. From the critic's corner: Logic blending, discursive change and au-thenticity in a cultural production system. Journal of Management Studies, 42: 1031-1055.
31. Greenwood, R., Diaz, A. M., Li, S. X., & Lorente, J. C. 2010. The multiplicity of institutional logics and the heterogeneity of organizational responses. Organi-zation Science, 21: 521-539.
32. Greenwood, R., & Hinings, C. R. 1996. Understanding radical organizational change: Bringing together the old and the new institutionalism. Academy of Man-agement Review, 21: 1022-1054.
33. Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E., & Lounsbury, M. 2011. Institutional complexity & or-ganizational responses. In J. P. Walsh & A. P. Brief (Eds.), Academy of Management annals, vol. 5. Essex, UK: Routledge.
34. Greenwood, R., & Suddaby, R. 2006. Institutional entre-preneurship in mature fields: The big five account-ing firms. Academy of Management Journal, 49: 27-48.
35. Hansmann, H. 1980. The role of non-profit enterprise. Yale Law Journal, 89: 835-901.
36. Haveman, H. A., & Rao, H. 2006. Hybrid forms and the evolution of thrift. American Behavioral Scientist, 49: 974-986.
37. Hirsch, P. M. 1986. From ambushes to golden parachutes: Corporate takeovers as an instance of cultural fram-ing and institutional integration. American Journal of Sociology, 77: 800-837.
38. Hoffman, A. J., Gullo, K., & Haigh, N. 2012. Hybrid or-ganizations and positive social change: Bridging the for-profit & non-profit domains In K. Golden-Biddle & J. E. Dutton (Eds.), Using a positive lens to explore social change and organizations: Building a Theo-retical and research foundation. New York: Rout-ledge.
39. Hugues, J. M., & Gasse, M. 2004. Face à la crise, de vraies entreprises [In the face of crisis, real enterprises]. CNEI Mag, 26: 20-23.
40. Hwang, H., & Powell, W. W. 2009. The rationalization of charity: The influences of professionalism in the nonprofit sector. Administrative Science Quar-terly, 54: 268-298.
41. Jay, J. 2013. Navigating paradox as a mechanism of change and innovation in hybrid organizations. Academy of Management Journal, 56: 137-159.
42. Kostova, T., & Roth, K. 2002. Adoption of an organiza-tional practice by subsidiaries of multinational cor-porations: Institutional and relational effects. Acad-emy of Management Journal, 45: 215-233.
43. Kraatz, M. S., & Block, E. S. 2008. Organizational impli-cations of institutional pluralism. In R. Greenwood, C. Oliver, R. Suddaby, & K. Sahlin-Andersson (Eds.), The Sage handbook of organizational institution-alism: 243-275. London: Sage.
44. Lawrence, T. B., & Suddaby, R. 2006. Institutions and institutional work. In S. Clegg, C. Hardy, T. B. Law-rence, & W. R. Nord (Eds.), The Sage handbook of organization studies: 215-254. Thousand Oaks, CA: Sage.
45. Leblebici, H., Salancik, G. R., Copay, A., & King, T. 1991. Institutionalchangeandthetransformationofinteror-ganizational fields: An organizational history of the U.S. radio broadcasting industry. Administrative Science Quarterly, 36: 333-363.
46. Lounsbury, M. 2007a. A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Academy of Management Journal, 50: 289-307.
47. Lounsbury, M. 2007b. A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Academy of Management Journal, 50: 289-307.
48. Lounsbury, M., & Crumley, E. T. 2007. New practice creation: An institutional perspective on innovation. Organization Studies, 28: 993-1012.
49. Mair, J., & Marti, I. 2009. Entrepreneurship in and around institutional voids: A case study from Bangladesh. Journal of Business Venturing, 24: 419-435.
50. In P. H. Thornton, W. Ocasio, & M. Lounsbury (Eds.), The institutional logics perspective: A new ap-proach to culture, structure and process. Oxford, UK: Oxford University Press.
51. Thornton, P. H., Ocasio, W., & Lounsbury, M. 2012b. The institutional logics perspective: A new approach to culture, structure, and process. Oxford, UK: Oxford University Press.
52. Tilcsik, A. 2010. From ritual to reality: Demography, ideology, and decoupling in a post-communist gov-ernment agency. Academy of Management Journal, 6: 1474-1498.
53. Tracey, P., Phillips, N., & Jarvis, O. 2011. Bridging insti-tutional entrepreneurship and the creation of new organizational forms: A multilevel model. Organi-zation Science: orsc.1090.0522.
54. Westphal, J. D., Gulati, R., & Shortell, S. M. 1997. Cus-tomization or conformity? An institutional and net-work perspective on the content and consequences of TQM adoption. Administrative Science Quar-terly, 42: 366-394.
55. Westphal, J. D., & Zajac, E. J. 1994. Substance and sym-bolism in CEOs' long-term incentive plans. Admin-istrative Science Quarterly, 39: 367-390.
56. Westphal, J. D., & Zajac, E. J. 1998. The symbolic man-agement of stockholders: Corporate governance re-forms and shareholder reactions. Administrative Science Quarterly, 43: 127-153.
57. Westphal, J. D., & Zajac, E. J. 2001. Decoupling policy from practice: The case of stock repurchase pro-grams. Administrative Science Quarterly, 46: 202-228.
58. Yin, R. K. 2003. Case study research: Design and meth-ods. Thousand Oaks, MA: Sage.
59. Zajac, E. J., & Westphal, J. D. 1995. Accounting for the explanations of CEO compensations: Substance and symbolism. Administrative Science Quarterly, 40: 283-308.
60. Zilber, T. B. 2002. Institutionalization as an interplay between actions, meaning and actors: The case of a rape crisis center in Israel. Academy of Manage-ment Journal, 45: 234-254.