東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Different organizational responses t...

Choi, Yoonhee.

FindBook

Google Book

Amazon

博客來

Different organizational responses to the same institutional complexity: A study of U.S. art museums.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Different organizational responses to the same institutional complexity: A study of U.S. art museums./
作者:	Choi, Yoonhee.
面頁冊數:	95 p.
附註:	Source: Dissertation Abstracts International, Volume: 77-12(E), Section: A.
Contained By:	Dissertation Abstracts International77-12A(E).
標題:	Business administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10153239
ISBN:	9781369083774

Different organizational responses to the same institutional complexity: A study of U.S. art museums.
Choi, Yoonhee.

Different organizational responses to the same institutional complexity: A study of U.S. art museums. - 95 p.

Source: Dissertation Abstracts International, Volume: 77-12(E), Section: A.

Thesis (Ph.D.)--University of Minnesota, 2016.

This dissertation develops a theoretical framework to explain the role of organizational discretion in the strategic choices to manage institutional complexity. I suggest that organizations balance multiple logics in different ways (by separating or integrating logics in their practices) or prioritize one logic over the others, depending on the degree of their organizational discretion, which is reflected by their status, resource autonomy, resource richness, and stakeholder configuration. The empirical analysis utilizes a field of U.S. art museums where market and profession logics collide. Using an 8-year longitudinal data of 23 art museums, I find that high-status museums and the museums with low resource autonomy balance competing logics by focusing on one logic in each activity (i.e., separation), while museums with large resources achieve the balance by integrating logics (i.e., integration). I also find that the museums with a dominant stakeholder are more likely to focus on their dominant stakeholders' logic (i.e., defiance) instead of balancing the two logics in their institutional field when they have low resource-autonomy. The dissertation provides a unique and unprecedented information about why organizations within the same institutional field respond differently to their complexity.

ISBN: 9781369083774Subjects--Topical Terms:

3168311
Business administration.

Different organizational responses to the same institutional complexity: A study of U.S. art museums.
LDR:02234nmm a2200289 4500 001 2078258
005 20161122122503.5
008 170521s2016 ||||||||||||||||| ||eng d
020 $a 9781369083774
035 $a (MiAaPQ)AAI10153239
035 $a AAI10153239
040 $a MiAaPQ $c MiAaPQ
100 1 $a Choi, Yoonhee. $3 3193831
245 1 0 $a Different organizational responses to the same institutional complexity: A study of U.S. art museums.
300 $a 95 p.
500 $a Source: Dissertation Abstracts International, Volume: 77-12(E), Section: A.
500 $a Adviser: Mary Benner.
502 $a Thesis (Ph.D.)--University of Minnesota, 2016.
520 $a This dissertation develops a theoretical framework to explain the role of organizational discretion in the strategic choices to manage institutional complexity. I suggest that organizations balance multiple logics in different ways (by separating or integrating logics in their practices) or prioritize one logic over the others, depending on the degree of their organizational discretion, which is reflected by their status, resource autonomy, resource richness, and stakeholder configuration. The empirical analysis utilizes a field of U.S. art museums where market and profession logics collide. Using an 8-year longitudinal data of 23 art museums, I find that high-status museums and the museums with low resource autonomy balance competing logics by focusing on one logic in each activity (i.e., separation), while museums with large resources achieve the balance by integrating logics (i.e., integration). I also find that the museums with a dominant stakeholder are more likely to focus on their dominant stakeholders' logic (i.e., defiance) instead of balancing the two logics in their institutional field when they have low resource-autonomy. The dissertation provides a unique and unprecedented information about why organizations within the same institutional field respond differently to their complexity.
590 $a School code: 0130.
650 4 $a Business administration. $3 3168311
650 4 $a Organization theory. $3 2122787
650 4 $a Museum studies. $3 2122775
690 $a 0310
690 $a 0635
690 $a 0730
710 2 $a University of Minnesota. $b Business Administration. $3 1022265
773 0 $t Dissertation Abstracts International $g 77-12A(E).
790 $a 0130
791 $a Ph.D.
792 $a 2016
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10153239