Constructing and extending legitimacy, and exemplifying social orientation to manage competing institutional logics

Date

2016

Advisors

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DOI

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Conference

Peer reviewed

Yes

Abstract

The purpose of this paper is to examine how managers of economic organizations in volatile national settings, deal with the challenge of handling competing logics. The testbed for the investigation was a transitional economy. The research reported here contrasts the sense-making and logic-building work of two groups of strategic managers: one group in state-owned and state protected settings, and another group in competitive market settings. Previous work suggests that organisations with an established status are less likely to undertake radical changes due to fear of losing benefits. The study reported here reveals how the erstwhile protected state-owned organizations responded by seeking to extend their legitimacy claims whereas the emergent private sector organisations sought to construct a new legitimacy – in part by adopting some of the logics used by state-firms.

Description

Keywords

Institutional logics, legitimacy, organizational response, senior managers, transitional economy

Citation

Woldesenbet, K. (2016) Constructing and extending legitimacy, and exemplifying social orientation to manage competing institutional logics. paper accepted for presentation at the British Academy of Management 2016 Annual Conference, Newcastle, UK, September 6-8.

Rights

Research Institute

Institute for Applied Economics and Social Value (IAESV)
Centre for Enterprise and Innovation (CEI)