BromleyP.PowellW. W. (2012). From smoke and mirrors to walking the talk: Decoupling in the contemporary world. The Academy of Management Annals, 6, 483-530. doi:10.1080/19416520.2012.684462
2.
BrunssonN. (2002). The organization of hypocrisy: Talk, decisions and actions in organizations. Køpenhavn, Denmark: Abstrakt Forlag AS.
CloutierC.LangleyA. (2007). Competing rationalities in organizations: A theoretical and methodological overview. Cahiers de recherche du GéPS, 1(3), 1-35.
6.
CzarniawskaB.SevónG. (Eds.). (1996). Translating organizational change. Berlin, Germany: Walter de Gruyter.
7.
EisenbergE. M. (1984). Ambiguity as strategy in organizational communication. Communication Monographs, 51, 227-242. doi:10.1080/03637758409390197
8.
FredrikssonM.PallasJ. (2016). Diverging principles for strategic communication in government agencies. International Journal of Strategic Communication, 10, 153-164. doi:10.1080/1553118X.2016.1176571
9.
HallströmK. T.ThedvallR. (2015). Managing administrative reform through language work: Implementing lean in Swedish public sector organisations. Scandinavian Journal of Public Administration, 19(2), 89-108.
10.
HuangJ.BaptistaJ.NewellS. (2015). Communicational ambidexterity as a new capability to manage social media communication within organizations. The Journal of Strategic Information Systems, 24, 49-64. doi:10.1016/j.jsis.2015.03.002
11.
JarzabkowskiP.SillinceJ. A.ShawD. (2010). Strategic ambiguity as a rhetorical resource for enabling multiple interests. Human Relations, 63, 219-248. doi:10.1177/0018726709337040
12.
KjeldsenA. K. (2013). Forandring eller fernis: museale translationer af strategisk kommunikation. Et studie af institutionaliseringen af strategisk kommunikation i tre danske kunstmuseer. Aarhus, Denmark: Aarhus Universitet.
13.
KraatzM. S.BlockE. S. (2008). Organizational implications of institutional pluralism. In GreenwoodR.OliverC.SuddabyR.SahlinK. (Eds.), The SAGE handbook of organizational institutionalism (pp. 243-275). Thousand Oaks, CA: SAGE.
14.
MuzioD.BrockD. M.SuddabyR. (2013). Professions and institutional change: Towards an institutionalist sociology of the professions. Journal of Management Studies, 50, 699-721. doi:10.1111/joms.12030
15.
PacheA.-C.SantosF. (2013). Inside the hybrid organization: Selective coupling as a response to competing institutional logics. Academy of Management Executive, 56, 972-1001. doi:10.5465/amj.2011.0405
16.
PallasJ.FredrikssonM.WedlinL. (2016). Translating institutional logics: When the media logic meets professions. Organization Studies, 37, 1661-1684. doi:10.1177/0170840616655485
17.
ThévenotL. (2002). Conventions of co-ordination and the framing of uncertainty. In FulbrookE. (Ed.), Intersubjectivity in economics (pp. 181-197). London, England: Routledge.
18.
WedlinL.SahlinK. (2017). The imitation and translation of management ideas. In GreenwoodR.OliverC.LawrenceT. B.MeyerR. E. (Eds.), The SAGE handbook of organizational institutionalism (pp. 102–127). London, England: SAGE.