Institutional Complexities in Organisations: A Theoretical Integration of Multiple Logics and the Locus of Paradoxical Tension
Organisations encounter a multiplicity of influences developing complexities that stem from competing or contradicting logics of the institutional field. When such influences enter organisations and interface with organisational actors’ sense-making, they create paradoxical tensions with implication...
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| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Faculty of Management & Finance, University of Colombo
2024-12-01
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| Series: | Colombo Business Journal |
| Subjects: | |
| Online Access: | https://mgmt.cmb.ac.lk/cbj/wp-content/uploads/2024/12/6.-CBJ-V15I2-Multiple-Logics.pdf |
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| Summary: | Organisations encounter a multiplicity of influences developing complexities that stem from competing or contradicting logics of the institutional field. When such influences enter organisations and interface with organisational actors’ sense-making, they create paradoxical tensions with implications for decision-making. This paper theorises how in the organisational field, multiple logics develop complexities and get intertwined with organisational actors’ sense-making, resulting in paradoxical tensions. It presents propositions leaning on a theoretical framework that integrates multiple logics and the locus of paradoxical tension. We propose that in an unstructured institutional field, organisational actors face increased tension, leading to a decision-making situation of either ‘acquire and adjust’ or ‘reject and maintain existing practices’. The selection of ‘acquire and adjust’ then results in a choice between ‘acquire’ (conformity) and ‘partial conformity or non-conformity’ to the prevailing logics in the field. Our integrative framework provides insights to future researchers for making sense of messy organisational realities amid broader influences. |
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| ISSN: | 1800-363X 2579-2210 |