Prior research has found that many international joint ventures (IJVs) fail. Some authors have suggested that control problems are one of the primary causes of IJV failures. However, little IJV-related research has focused on control issues. This paper reports the results of a largely exploratory study of the control practices employed by partners involved in three arguably successful IJVs. The study found some control-system similarities among the three IJVs, but it also found significant differences related to the use of dispute-settling mechanisms, control focus (broad vs. narrow), and control tightness. The paper describes some of the factors that seem to cause the differences and, thus, provides a start for a contingency theory of IJV control systems.

Control of international joint ventures

We study how mid-tier accounting firms deal with changes in their institutional environment that resulted in a shift in emphasis from the trustee logic to the commercial logic. We find that these mid-tier firms selectively adopt practices related to the commercial logic, while retaining a principal commitment to the trustee logic. Interviews with high level informants in these firms show how specific strategic choice opportunities serve as independent critical events framing practice-adoption decisions. Main strategic issues for the mid-tier firms relate to the changing role of the accountant and changes in organizational structure and practices. As these issues fundamentally challenge characteristics of their professional identity, there is internal resistance against this transformation. Non-partnered accountants mainly challenge new roles that upset their extant work routines, whereas partners resist changes affecting their autonomy. These types of resistance directly impact the strategic organizational responses of the accounting firms to institutional pressures.

Committed to professionalism: Organizational responses of mid-tier accounting firms to conflicting institutional logics

Accounting and development in Africa

This study aims to explore the influence of field-level funding pressure and resource dependency on conflicting institutional logics in implementing a new performance measurement system (PMS) within a privatised social enterprise (SE) in a developing country. It answers the research question: how accounting-based key performance indicators (KPIs) were chosen within a privatised SE to maintain co-existence between two different institutional logics, the social and commercial logics, to gain legitimacy in the government funding scheme.,This study expands the application and contribution of the Besharov and Smith’s (2014) logics multiplicity framework to previous management accounting literature on PMS and institutional logics. It adds a new dimension to previous literature to theorise the cognitive dynamics of institutional logics at three distinct but interrelated institutional levels, namely, field, organisational and individual. Data come from an interpretive case study of an Egyptian SE, involved in implementing a social project (drinking water refining) in rural communities.,PMS acts as a political tool through which the privatised case company has gained societal acceptance and legitimacy in the government funding scheme. Its non-political KPIs have turned into political tools to meet the institutional demands of the funding scheme. This government involvement represents field-level institutional logics, which influenced the organisational-level interplay of commercial and social logics and then the individual-level choice of internal KPIs. This contributes to the fact that institutional logics and their interplay between these three levels are “in a state of flux” within SEs’ internal PMS.,This study deals with a real-life practical case that proves the prevalence of one institutional logic over another at both the organisational and individual levels may be occasioned by organisational field pressures and opportunities rather than by other intra-organisational conflicts as discussed in most previous literature on PMS and institutional logics.

The influence of institutional pressures on the implementation of a performance measurement system in an Egyptian social enterprise

The last decade has brought the transport sector to the forefront of discussions on sustainability and digital innovations: practitioners, researchers, and regulators alike have witnessed the emerg ...

Institutional Logics at Play in a Mobility-as-a-Service Ecosystem

https://research.birmingham.ac.uk/portal/files/147625213/rozenfieldg2021critic.pdf

Forming mixed-type inter-organisational relationships in Sub-Saharan Africa:: The role of institutional logics, social identities and institutionally embedded agency

Gabriela Cecylia Rozenfeld

Papers

Forming mixed-type inter-organisational relationships in Sub-Saharan Africa:: The role of institutional logics, social identities and institutionally embedded agency