Details
| Original language | English |
|---|---|
| Journal | Journal of management studies |
| Publication status | E-pub ahead of print - 24 Jan 2025 |
Abstract
Practice-driven institutionalism (PDI) is a conceptual lens that explains how practices connect macro-level phenomena with micro-level behaviours. Effective practices matter in hybrid organisational settings, such as cross-sector partnerships, where actors from diverse institutional backgrounds collaborate. Despite its potential, PDI has yet to fully explore the dynamics and interactions among practices, which are essential for understanding their collective and temporal impact in any hybrid setting. Our study addresses this gap through a qualitative multi-case analysis of three cross-sector partnerships tackling complex social and environmental challenges. We identify three interconnected sets of partnership practices that help actors navigate the complexities that occur when the logics of business, government, and civil society clash. We reveal a cyclical pattern where collaboration oscillates between motivation and fatigue, driven by these practices. We introduce a conceptual model that transcends the so far static and isolated view on practices, advancing the PDI lens beyond its current limitations. Furthermore, it illuminates the role of the individual in hybrid settings of collaboration.
ASJC Scopus subject areas
- Business, Management and Accounting(all)
- Business and International Management
- Business, Management and Accounting(all)
- Strategy and Management
- Business, Management and Accounting(all)
- Management of Technology and Innovation
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In: Journal of management studies, 24.01.2025.
Research output: Contribution to journal › Article › Research › peer review
}
TY - JOUR
T1 - Cyclical Change of Partnership Practices in Hybrid Settings
AU - Weber, Christiana
AU - Grewe-Salfeld, Marit
AU - Göbel, Markus
AU - Harsman, Barbara
AU - Matsuo, Yuka
AU - Vogel, Rick
N1 - Publisher Copyright: Journal of Management Studies© 2024 The Author(s). Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd.
PY - 2025/1/24
Y1 - 2025/1/24
N2 - Practice-driven institutionalism (PDI) is a conceptual lens that explains how practices connect macro-level phenomena with micro-level behaviours. Effective practices matter in hybrid organisational settings, such as cross-sector partnerships, where actors from diverse institutional backgrounds collaborate. Despite its potential, PDI has yet to fully explore the dynamics and interactions among practices, which are essential for understanding their collective and temporal impact in any hybrid setting. Our study addresses this gap through a qualitative multi-case analysis of three cross-sector partnerships tackling complex social and environmental challenges. We identify three interconnected sets of partnership practices that help actors navigate the complexities that occur when the logics of business, government, and civil society clash. We reveal a cyclical pattern where collaboration oscillates between motivation and fatigue, driven by these practices. We introduce a conceptual model that transcends the so far static and isolated view on practices, advancing the PDI lens beyond its current limitations. Furthermore, it illuminates the role of the individual in hybrid settings of collaboration.
AB - Practice-driven institutionalism (PDI) is a conceptual lens that explains how practices connect macro-level phenomena with micro-level behaviours. Effective practices matter in hybrid organisational settings, such as cross-sector partnerships, where actors from diverse institutional backgrounds collaborate. Despite its potential, PDI has yet to fully explore the dynamics and interactions among practices, which are essential for understanding their collective and temporal impact in any hybrid setting. Our study addresses this gap through a qualitative multi-case analysis of three cross-sector partnerships tackling complex social and environmental challenges. We identify three interconnected sets of partnership practices that help actors navigate the complexities that occur when the logics of business, government, and civil society clash. We reveal a cyclical pattern where collaboration oscillates between motivation and fatigue, driven by these practices. We introduce a conceptual model that transcends the so far static and isolated view on practices, advancing the PDI lens beyond its current limitations. Furthermore, it illuminates the role of the individual in hybrid settings of collaboration.
UR - http://www.scopus.com/inward/record.url?scp=85215677459&partnerID=8YFLogxK
U2 - 10.1111/joms.13185
DO - 10.1111/joms.13185
M3 - Article
AN - SCOPUS:85215677459
JO - Journal of management studies
JF - Journal of management studies
SN - 0022-2380
ER -