Abstract
This paper draws on findings from a unique case study of a temporary organization that carried the responsibility for the planning and construction of a new super hospital in Stockholm, Sweden. Our empirical study explores how this temporary organization responded to requirements from different and sometimes conflicting institutional logics. The paper identifies four distinct response strategies that project actors relied upon to deal with the multiplicity of logics: total integration, partial decoupling, avoidance, and surfing. We discuss how these response strategies were used in the studied case, in what situations, and what effects they had on the organization and the collaboration process.
| Original language | English |
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| Title of host publication | Proceedings of the 30th Annual Australian New Zealand Academy of Management (ANZAM) Conference : Under New Management: Innovating for Sustainable and Just Futures |
| Editors | Lisa Bradley |
| Place of Publication | Brisbane |
| Publisher | ANZAM |
| Publication date | 2016 |
| Article number | 420 |
| ISBN (Electronic) | 9780987596888 |
| Publication status | Published - 2016 |
| Event | The 30th Annual Australian New Zealand Academy of Management (ANZAM) Conference: Under New Management: Innovating for Sustainable and Just Futures - Queensland University of Technology (QUT), Brisbane, Australia Duration: 6 Dec 2016 → 9 Dec 2016 Conference number: 30 http://anzam2016.com/ |
Conference
| Conference | The 30th Annual Australian New Zealand Academy of Management (ANZAM) Conference |
|---|---|
| Number | 30 |
| Location | Queensland University of Technology (QUT) |
| Country/Territory | Australia |
| City | Brisbane |
| Period | 06/12/2016 → 09/12/2016 |
| Internet address |