BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Markiewicz Joanna (University of Szczecin)
Tytuł
Value Creation by Support Organizations Through the Prism of Conflicting Institutional Logics
Źródło
International Journal of Management and Economics, 2018, vol. 54, nr 2, s. 122-135, tab., wykr., bibliogr. 55 poz.
Zeszyty Naukowe / Szkoła Główna Handlowa. Kolegium Gospodarki Światowej
Słowa kluczowe
Tworzenie wartości, Małe i średnie przedsiębiorstwa, Logika
Value creation, Small business, Logic
Uwagi
Klasyfikacja JEL: L31, L84, D46, Z13
summ.
Abstrakt
The article sets out to explore how conflicting institutional logics of support organizations influence their value creation. Value creation undertaken by support organizations does not directly reflect their missions. Even though one can generalize that all support organizations should adjust their offer according to the idea of helping companies (especially small- and medium-sized enterprises [SMEs]) in their development, support organizations very often struggle with the conflict between mission delivery and survival needs, which affects value proposition of services. Moreover, support organizations are also shaped by institutional logics, which, embedded in social systems, govern all social agents. Therefore, the study explains the challenge of value creation from the perspective of the conflict of competing institutional logics that govern support organizations. The study also has its academic impact by contributing to existing literature on value creation by support organizations through the use of institutional logic theory. To gain this knowledge, discourse analysis is utilized in the study.(original abstract)
Dostępne w
Biblioteka Szkoły Głównej Handlowej w Warszawie
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Agafonow, A. (2014/2015), Value creation, value capture, and value devolution: where do social enterprises stand? Administration & Society, Vol. 47, No. 8, p. 1038.
  2. Battilana, J., Dorado, S. (2010), Building sustainable hybrid organizations: the case of commercial microfinance organizations, Academy of Management Journal, Vol. 53, No. 6, pp. 1419-1440.
  3. Bochel, C., Bochel, H.M. (2004), The UK social policy process, Palgrave Macmillan, Houndmills.
  4. Bradshaw, P. (2009), A contingency approach to nonprofit governance, Nonprofit Management & Leadership, Vol. 20, No. 1, pp. 61-81.
  5. Bridge, S., Murtagh, B., O'Neill, K. (2009/2014), Understanding the social economy and the third sector, Palgrave Macmillan, New York, NY.
  6. Carroll, G. (1988), Ecological models of organizations, Ballinger, Cambridge, MA.
  7. Ceyert, R.M., March, J.G. (1963), A behavioural theory of the firm, Prentice Hall, Englewood Cliffs, NJ.
  8. Clarke, J., Newman, J., Smith, N., Vidler, E., Westmarland, L. (2007), Creating citizen-consumers: changing publics and changing public services, Sage, London.
  9. Commission Staff Working Paper Sec. (2001), Creating top-class business support services, Commission of The European Communities, Brussels. 28.11.2001 14829/01.
  10. DiMaggio, P. (2006), Nonprofit organizations and intersectoral division of labour in the arts, in: W.W. Powell, R. Steinberg, (Eds), The non-profit sector: a research handbook, 2nd edn, Yale University Press, London, England, pp. 140-158.
  11. DiMaggio, P.J., Powell, W.W. (1983), The iron cage revisited: institutional isomorphism and collective rationality in organizational fields, American Sociological Review, Vol. 48, No. 2, pp. 147-160.
  12. Doig, A. (1979), The machinery of government and the growth of governmental bodies, Public Administration, Vol. 15, pp. 209-231.
  13. Donaldson, L. (2001), The contingency theory of organizations, Sage, Thousand Oaks, CA.
  14. du Gay, P. (2000), Markets and meaning: re-imagining organizational life, in: M. Schultz, M.J. Hatch, M.H. Larsen, (Eds), The expressive organization: linking identity, reputation, and the corporate brand, Oxford University Press, Oxford.
  15. Eikenberry, A., Klover, J. (2004), The marketization of the nonprofit sector: civil society at risk? Public Administration Review, Vol. 64, No. 2, pp. 132-140.
  16. Evers, A. (2005), Mixed welfare systems and hybrid organizations: changes in the governance and provision of social services, International Journal of Public Administration, Vol. 28, No. 9-10, pp. 737-748.
  17. Ferris, J., Graddy, E. (1999), The role of the nonprofit sector in a self-governing society: a view from the United States, Voluntas, Vol. 9, pp. 137-154.
  18. Flinders, M. (2004), Icebergs and MPs: delegated governance and parliament, Parliamentary Affairs, Vol. 57, No. 4, pp. 767-784.
  19. Friedland, R., Alford, R.R. (1991), Bringing society back in: symbols, practices, and institutional contradictions, in: W.W. Powell, P.J. DiMaggio, (Eds), The new institutionalism in organizational analysis, University of Chicago Press, Chicago, pp. 232-266.
  20. Grant, D., Hardy, C., Oswick, C., Putnam, L. (Eds). (2004), The SAGE handbook of organizational discourse, SAGE, London.
  21. Greenwood, R., Díaz, A.M., Li, S.X., Lorente, J.C. (2010), The multiplicity of institutional logics and the heterogeneity of organizational responses, Organization Science, Vol. 21, pp. 521-539.
  22. Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E.R., Lounsbury, M. (2011), Institutional complexity and organizational responses, The Academy of Management Annals, Vol. 5, No. 1, pp. 317-371.
  23. Gunn, C. (2004), Third-sector development: making up for the market, ILR Press/Cornell University Press, London/Ithaca, NY.
  24. Hailey, J.M. (1985), Enterprise support organisations in the south pacific, International Journal of Manpower, Vol. 6, No. 4, pp. 28-31.
  25. Hammack, D., Young, D. (Eds). (1993), Non-profit organizations in a market economy, Jossey Bass, San Francisco, CA.
  26. Hannan, M.T., Freeman, J. (1977), The population ecology of organizations, American Journal of Sociology, Vol. 82, No. 5, pp. 929-964.
  27. Hardy, C., Phillips, N. (1999), No joking matter. Discursive struggle in the Canadian refugee system, Organization Studies, Vol. 20, pp. 1-24.
  28. Jay, J. (2012), Navigating paradox as a mechanism of change and innovation in hybrid organizations, Academy of Management Journal, Vol. 56, No. 1, pp. 137-159.
  29. Jones, C., Maoret, M., Massa, F.G., Svejenova, S. (2012), Rebels with a cause: formation, contestation, and expansion of the de novo category "modern architecture," 1870-1975, Organization Science, Vol. 23, No. 6, pp. 1523-1545.
  30. Knapp, M., Beecham, J., Haliam, A. (1997), The mixed economy of psychiatric reprovision, in: J. Leff, (Ed), Care in the community: illusion or reality?, Wiley, London.
  31. Knutsen, W.L. (2012), Adapted institutional logics of contemporary nonprofit organizations, Administration & Society, Vol. 44, No. 8, pp. 985-1013.
  32. Manjula, S., Raymond, J. (2011), Population ecology theory: implications for sustainability, Management Decision, Vol. 49, No. 6, pp. 874-910.
  33. Markiewicz, J. (2010), Instytucje otoczenia biznesu. Rola w kształtowaniu innowacyjności sektora MSP na przykładzie województwa zachodniopomorskiego, Wydawnictwo Naukowe Uniwersytetu Szczecińskiego, Szczecin.
  34. McGarvey, N., Cairney, P. (2008), Scottish politics. An introduction, Palgrave Macmillan, Basingstoke.
  35. Mumby, D., Robin, P.C. (1997), in: T.A. van Dijk, (Ed), Organisational discourse in discourse as social interaction, Sage, London, pp. 181-205.
  36. North, D.C. (1990), Institutions, institutional change and economic performance, Cambridge University Press.
  37. Osborne, S.P. (2006), The new public governance? Public Management Review, Vol. 8, No. 3, pp. 377-387.
  38. Pache, A.C., Santos, F. (2013), Inside the hybrid organization: selective coupling as a response to competing institutional logics, Academy of Management Journal, Vol. 56, No. 4, pp. 972-1001.
  39. Payne, A., Frow, P. (2014), Deconstructing the value proposition of an innovation exemplar, European Journal of Marketing, Vol. 48, No. 1/2, pp. 237-270.
  40. Pfeffer, J. (1987), A resource dependence perspective on interorganizational relations, in: M.S. Mizruchi, M. Schwartz, (Eds), Intercorporate relations: the structural analysis of business, Cambridge University Press, Cambridge, UK, pp. 22-55.
  41. Pfeffer, J., Salancik, G.R. (1978), The external control of organizations: a resource dependence perspective, Harper & Row, New York.
  42. Phillips, N., Lawrence, T., Hardy, C. (2004), Discourse and institutions, Academy of Management Review, Vol. 29, No. 4, pp. 635-652.
  43. Public Finance Act. (2009), Dz.U. 09.157.1240.
  44. Reay, T., Hinings, C.R. (2009), Managing the rivalry of competing institutional logics, Organization Studies, Vol. 30, No. 06, pp. 629-652.
  45. Rintamaki, T., Kuusela, H., Mitronen, L. (2007), Identifying competitive customer value propositions in retailing, Managing Service Quality, Vol. 17, No. 6, pp. 621-634.
  46. Selznick, P. (1949), TVA and the grass roots: a study in the sociology of formal organization, University of California Press, Berkeley.
  47. Skelcher, C. (1998), The appointed state: quasi-governmental organizations and democracy, Open University Press, Buckingham.
  48. Spicer, A., Sewell, G. (2010), From national service to global player: transforming the organizational logic of public broadcaster, Journal of Management Studies, Vol. 47, No. 6, pp. 913-943.
  49. Thornton, P.H., Ocasio, W. (1999), Institutional logics and the historical contingency of power in organizations: executive succession in the higher education publishing industry, 1958-1990, American Journal of Sociology, Vol. 105, pp. 801-843.
  50. Thornton, P.H., Ocasio, W. (2008), Institutional logics, in: G. Royston, O. Christine, S. Kerstin, S. Roy, (Eds), Handbook of organizational institutionalism, Sage, CA.
  51. Thornton, P.H., Ocasio, W., Lounsbury, M. (2012), The institutional logics perspective: a new approach to culture, structure and process, Oxford University Press, Oxford, UK.
  52. Vaara, E., Sorsa, V., Pälli, P. (2010), On the force potential of strategy texts: a critical discourse analysis of a strategic plan and its power effects in a city organization, Organization, Vol. 17, No. 6, pp. 685-702.
  53. Veblen, T. (1899), The theory of the leisure class, Penguin Books, New York, NY.
  54. Wright, A. (1994), The quangos quagmire, The Guardian.
Cytowane przez
Pokaż
ISSN
2299-9701
Język
eng
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu