BattilanaJ.DoradoS. (2010) “Building Sustainable Hybrid Organizations: The Case of Commercial Microfinance Organizations,” Academy of Management Journal53(6): 1419–40.
2.
BoltanskiL.ThévenotL. (2006) On Justification: Economies of Worth. Princeton, NJ: Princeton University Press.
3.
CloutierC.LangleyA. (2013) “The Logic of Institutional Logics: Insights from French Pragmatist Sociology,” Journal of Management Inquiry22(4): 360–80.
4.
DansouK.LangleyA. (2012) “Institutional Work and the Notion of Test,” M@n@gement15(5): 502–27.
5.
DhallaR.OliverC. (2013) “Industry Identity in an Oligopolistic Market and Firms’ Responses to Institutional Pressures,” Organization Studies34: 1803–34.
6.
DurandR. (2012) “Advancing Strategy and Organization Research in Concert: Towards An Integrated Model?” Strategic Organization10(3): 297–303.
7.
DurandR.JourdanJ. (2012) “Jules or Jim: Alternative Conformity to Minority Logics,” Academy of Management Journal55(6): 1295–315.
8.
FriedlandR. (2013) “God, Love and Other Good Reasons for Practice: Thinking through Institutional Logics,” in LounsburyM.BoxenbaumE. (eds) Institutional Logics in Action (Research in the Sociology of Organizations, Volume 39A), pp. 25–50. Bingley: Emerald Publishing.
9.
GreenwoodR.RaynardM.KodeihF.MicelottaE. R.LounsburyM. (2011) “Institutional Complexity and Organizational Responses,” Academy of Management Annals5: 317–71.
10.
HoffmanA. (2011) “Talking Past Each Other? Cultural Framing of Skeptical and Convinced Logics in the Climate Change Debate,” Organization & Environment24(1): 3–33.
11.
JarzabkowskiP.SmetsM.BednarekR.BurkeG.SpeeP. (2013) “Institutional Ambidexterity: Leveraging Institutional Complexity in Practice,” Research in the Sociology of Organizations39: 37–61.
12.
JayJ. (2013) “Navigating Paradox as A Mechanism of Change and Innovation in Hybrid Organizations,” Academy of Management Journal56(1): 137–59.
13.
KraatzM. S.BlockE. S. (2008) “Organizational Implications of Institutional Pluralism,” in GreenwoodR.OliverC.SahlinK.SuddabyR. (eds) Handbook of Organizational Institutionalism, pp. 243–75. London: Sage.
14.
LiY.PengM. W.MacaulayC. D. (2013) “Market-Political Ambidexterity during Institutional Transitions,” Strategic Organization11(2): 205–13.
15.
McPhersonC. M.SauderM. (2013) “Logics in Action: Managing Institutional Complexity in A Drug Court,” Administrative Science Quarterly58: 165–96.
16.
OliverC. (1991) “Strategic Responses to Institutional Processes,” Academy of Management Review16(1): 145–79.
PacheA.SantosF. (2010) “When Worlds Collide: The Internal Dynamics of Organizational Responses to Conflicting Institutional Demands,” Academy of Management Review35: 455–76.
19.
QuirkeL. (2013) “Rogue Resistance: Sidestepping Isomorphic Pressures in A Patchy Institutional Field,” Organization Studies34: 1675–99.
20.
RaaijmakersA.G.M.VermeulenP.A.M.MeeusM.T.H.ZietsmaC. (forthcoming). “I need time! Exploring pathways to compliance under institutional complexity,” Academy of Management Journal.
21.
ReayT.HiningsC. R. (2009) “Managing the Rivalry of Competing Institutional Logics,” Organization Studies30(6): 629–52.
22.
SmetsM.MorrisT.GreenwoodR. (2012) “From Practice to Field: A Multilevel Model of Practice-Driven Institutional Change,” Academy of Management Journal55: 877–904.
23.
SuddabyR.SeidlD.LêJ. K. (2013) “Strategy-as-Practice Meets Neo-Institutional Theory,” Strategic Organization11(3): 329–44.
24.
ThorntonP.OcasioW.LounsburyM. (2012) The Institutional Logics Perspective. Oxford: Oxford University Press.
25.
ZietsmaC.LawrenceT. B. (2010) “Institutional Work in The Transformation of An Organizational Field: The Interplay of Boundary Work and Practice Work,” Administrative Science Quarterly55: 189–221.
26.
ZilberT. (2011) “Institutional Multiplicity in Practice: A Tale of Two High-Tech Conferences in Israel,” Organization Science22: 1539–59.