LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Publisher: SAGE Publications
Languages: English
Types: Article
Subjects: Business & Economics, COMPLEXITY, MULTILEVEL MODEL, Business, ENTREPRENEURSHIP, CULTURAL INDUSTRIES, 1505 Marketing, 1503 Business And Management, design innovation, Business & Management, DYNAMICS, opportunity creation, FIELD, Management, Social Sciences, COMPETING INSTITUTIONAL LOGICS, multiple institutional logics, RESPONSES, institutional complexity, HYBRID ORGANIZATIONS, HD, CREATION, cultural production
To understand how organizations combine conflicting institutional logics strategically to create and pursue new market opportunities, we conducted an in-depth longitudinal study of the multiple efforts of the Italian manufacturer of household goods Alessi to combine the logics of industrial manufacturing and cultural production. Over three decades, Alessi developed three different strategies to combine normative elements of the two logics, using each strategy to envision and pursue different market opportunities. By combining the logics of industrial manufacturing and cultural production, Alessi was able to envision new possibilities for value creation and to enact them through innovation in product design. The three strategies triggered a common set of mechanisms through which the purposeful combining of logics enabled the pursuit of opportunity, while each strategy structured the process differently. We develop a theoretical model linking the development of recombinant strategies to the dynamic restructuring of organizational agency and the related capacity to create and pursue new market opportunities. Our findings and theoretical insights advance understanding of the processes through which organizations challenge taken-for-granted beliefs and practices to create new market opportunities, use logics as resources to enable embedded agency, and design hybrid organizational arrangements.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Aldrich, H. E., and C. M. Fiol 1994 “Fools rush in? The institutional context of industry creation.” Academy of Management Review, 19: 645-670.
    • 1998 The Dream Factory: Alessi since 1921. Milan: Electa/Alessi.
    • Alvarez, S. A., J. B. Barney, and P. Anderson 2013 “Forming and exploiting opportunities: The implications of discovery and creation processes for entrepreneurial and organizational research.” Organization Science, 24: 301-317.
    • Battilana, J., and T. D'Aunno 2009 “Institutional work and the paradox of embedded agency.” In T. B. Lawrence, R. Suddaby, and B. Leca (eds.), Institutional Work: 31-58. Cambridge: Cambridge University Press.
    • Battilana, J., and S. Dorado 2010 “Building sustainable hybrid organizations: The case of commercial microfinance organizations.” Academy of Management Journal, 53: 1419-1440.
    • Battilana, J., and M. Lee 2014 “Advancing research on hybrid organizing-Insights from the study of social enterprises.” Academy of Management Annals, 8: 397-441.
    • Battilana, J., M. Sengul, A. Pache, and J. Model 2014 “Harnessing productive tensions in hybrid organizations: The case of work integration social enterprises.” Academy of Management Journal (forthcoming), published online ahead of print.
    • DOI: 10.5465/amj.2013.0903.
    • 1974 “Art as a collective action.” American Sociological Review, 39: 767-776.
    • 1978 “Arts and crafts.” American Journal of Sociology, 83: 862-889.
    • 1982 Art Worlds. Berkeley, CA: University of California Press.
    • Besharov, M. L., and W. K. Smith 2014 “Multiple institutional logics in organizations: Explaining their varied nature and implications.” Academy of Management Review, 39: 364-381.
    • 2007 “For love and money: Organizations' creative responses to multiple environmental logics.” Theory and Society, 36: 547-571.
    • 1983 “The field of cultural production: Contribution to an economy of symbolic goods.” Poetics, 12: 311-356.
    • 2004 Il Design Italiano, 1964-2002 (Italian Design, 1964-2002). Milan: Mondadori Electa.
    • Stark, D., and M. Girard 2009 “Creative friction in new media start-up.” In D. Stark (ed.), The Sense of Dissonance: 81- 117. Princeton, NJ: Princeton University Press.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article