Suchergebnisse

This study uses the concept of institutional logics and the framing processes emanating from these guiding logics to understand how risk is shifted through public policies. The study concludes that Hacker's argument that public policies have reconstructed markets to aid the privileged by shifting risk onto the less privileged may have underestimated some of the complexities driving the phenomenon, particularly those stemming from actors having to cope with conflicting logics and ambiguity concerning policy solutions to seemingly intractable challenges. Risk shift does not necessarily involve unilateral transfer of risk from policy makers to risk bearers. Risk shift can emerge out of the complex microinteractions among relevant actors and the framing processes guided by competing logics or belief systems in which the collaborating actors are embedded.

AbstractWhen more actors—politicians, bureaucrats, or citizens—get involved in the process of policy implementation, they bring different understanding of their roles and objectives as participants in the policy. These understandings are the means–ends relationships shaping actors' behavior during the implementation process, analyzed in the literature as institutional logics. How do these institutional logics interact during the process of implementation? We argue that institutional logics do not only seamlessly coexist, but they interact in diverse ways: they may coincide, complement, clash or be unrelated. To make these interactions empirically observable, we put forward a working definition for each of them. Using an in‐depth case study of a participatory budget in Cananea, a municipality in northern Mexico, we show how the way these logics interact affects implementation: by performing their own role, actors advance their own purpose and contribute to the implementation process, even when they understand it differently. We find that the interaction among those logics do not impede effective implementation, as long as they do not clash.

Although people analytics (PA) draws attention and interest of the broad audience, it is still a stranger in a human resource (HR) management discipline. A literature review of academic and professional studies on PA revealed that there is a substantial gap between declared interest in PA among HR professionals and business and its actual use in decision-making. This gap was specified as a research problem. This study applies macro-view of institutional logics perspective to explore what types of logics underlie PA adoption and how institutional logics can explain low diffusion of data-driven practices within the HR field. By examining practices, experience, and insights of PA direct participants, this study reveals what values and basic assumptions (institutional logics) shape PA practice and how institutional logics complexity affects the PA implementation. Data were collected from December 2019 until March 2020 by interviewing 11 PA stakeholders (HR professionals, data analysts, HR partners, consultants, a researcher, and a software provider) from Europe and the European part of Russia. All participants were familiar with the PA practice and the research topic. Qualitative research methodology was used to gather and analyse data. Semi-structured interviews were conducted face-to-face and online, then transcribed, coded with Atlas.ti software and analysed to identify the themes signalling the institutional logics. The study explored that PA practice is constructed and shaped by HR professional logic, business, scientific, service, and compliance logics. Tensions between business and HR professional logics; HR professional and scientific logics; scientific and business logics; business and compliance logics, and internal complexity of the emergent PA field are the factors slowing down PA adoption. Compliance logic was observed by Finnish respondents only that displays diversity in the European institutional landscape. To scrutinize the change processes in HR practices towards digitalization and 'datafication', future research could be conducted as a longitude case study in a specific context (organizational culture, cultural, historical or industry contexts) through the lens of institutional work, institutional entrepreneurship or institutional complexity. This research contributes to existing knowledge concerning PA with a better understanding of what underlies people analytics adoption, what types of logics guide the stakeholders' actions, and what issues are associated with the specific logics. Beyond that, the study proposes interpretations of low and slow PA implementation based on revealed conflicting and cooperative institutional logics.

Abstract
In many societies, professional orchestras serve cultural, educational, entertaining, and economic functions, and they aim high: they aim to be artistically excellent. Pursuing partly cultural, social and economic goals, orchestras are exposed simultaneously to respective institutional logics. These logics provide a framework for relevant actors (state, benefactors, audiences) to support orchestras. Changing logics coupled with drastic changes in audiences afford to classical orchestras the challenge of developing strategies in order to survive. While Germany with its high number of orchestras per habitants experiences particularly high pressure to walk new paths, strategic development will become a more urgent topic in other countries as well since each performance begs for recognition in the big and increasing panoply of culture, education, and entertainment. Based on historical developments and an empirical study of German audiences we discuss two directions for strategic development, here for orchestras in Germany: a) the combination of elements from different logics, and b) the development of audiences.