Hybridization as an organizational response to widespread institutional logics

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Hybridization as an organizational response to widespread institutional logics

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dc.contributor.author Westenholz, Ann
dc.date.accessioned 2011-11-07
dc.date.accessioned 2012-03-02T09:04:32Z
dc.date.available 2012-03-02T09:04:32Z
dc.date.issued 2012-03-02
dc.identifier.uri http://hdl.handle.net/10398/8417
dc.description.abstract This paper builds on a long tradition in the Scandinavian countries for using empirical case studies to analyse the way in which organizations respond to different widespread institutional logics. The paper proposes five organizational responses: resistance to new logics; replacement of an old logic for a new one; co-existence of old and new logics; competition between old and new logics; and finally, hybridization of old and new logics. Following a historical account of how a commercial and open source community has developed, the paper goes on to analyse why this organization responds in a hybridizing way to two widespread institutional logics within software development (i.e. the institutional logic of technology and the institutional logic of capitalism). In the case, the analysis identifies the combination of four elements as influential on the hybridizing process: 1) external inspiration – no external pressures or shocks; 2) organizational members as institutional audience; 3) frames following the logic of appropriateness – not only the logic of consequentiality; and 4) organizational institutional leadership defining hybrid frames. By way of conclusion, the paper discusses the need to transgress macro/structure and micro/actor dimensions, and suggests insights to be gained by combining institutional theory with the Chicago School‟s interactionist‟s approach and performance theory. en_US
dc.format.extent 42 en_US
dc.language eng en_US
dc.title Hybridization as an organizational response to widespread institutional logics en_US
dc.type wp en_US
dc.accessionstatus modt12mar02 lbjl en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Organisation en_US
dc.contributor.departmentshort IOA en_US
dc.contributor.departmentuk Department of Organization en_US
dc.contributor.departmentukshort OIS en_US
dc.description.notes Paper presented at the ABC-network workshop, Boston, USA 30 September – 1 October 2011 en_US
dc.idnumber x656316496 en_US
dc.publisher.city Boston en_US
dc.publisher.year 2011 en_US
dc.title.subtitle A case study of a commercial and open source software community en_US


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