How sequential problem-solving reconciles institutional logics in hybrid organizations

How hybrid organizations manage conflicting institutional logics has engaged many scholars (Pache and Santos 2010; Reay and Hinings 2009; Teelken 2015). However less attention is given to how hybridity is managed in decision-making processes. This paper shows how sequential problem-solving (Cyert and March 1963) may reconcile competing institutional logics in decision-making processes. To explore this relation, we have investigated professor recruitments which traditionally have been controlled by an academic logic (Musselin 2010) but today are increasingly influenced by a managerial logic (Van den Brink et al. 2013). Drawing on confidential recruitment reports and semi-structured interviews from three Norwegian universities we show how these recruitments are sequential decision-making processes where the conflicting institutional logics are separated into different parts of the processes: While the academic logic still dominates the traditional evaluation of the candidates, the managerial is more influential in the beginning and end of the processes. This separation reconciles the tension between the logics, and its multiphase nature is also able to allow the more strategic phases satisfy new demands while sheltering the academic core of the process. However, as the more strategic parts of the process gain influence the importance of the academic logic incrementally declines. This findings contribute to the understanding that universities are also becoming fundamentally stronger organizational actors (Krücken and Meier 2006) where the managerial logic is gaining influence also over core organizational processes. The paper moreover shows that the relation between the academic logic and the managerial logic may be less confrontational (Noordegraaf 2020) where the academic profession has incorporated the managerial logic as neither them are unable to evade strategic concerns. References Cyert, R. M., and March, J. G. (1963). A Behavioral Theory of the Firm University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship. .Available at SSRN: https://ssrn.com/abstract=1496208 Krücken, G., and Meier, F. (2006). Turning the Univesity into and Organizational Actor In G. Driori, R. Meyer, and H. Hwang, (Ed.), Globalization and Organization. World Society and Organizational Change.(pp. New York: Oxford University Press Musselin, C. (2010). The Market for Academics [Les marché des universitaires], New York, USA: Routledge Noordegraaf, M. (2020). Protective or connective professionalism? How connected professionals can (still) act as autonomous and authoritative experts. Journal of Professions and Organization, 7(2), 205-223.10.1093/jpo/joaa011 %J Journal of Professions and Organization Pache, A. C., and Santos, F. (2010). When worlds collide: The internal dynamics of organisational responses to conflicting institutional demands. Academy of Management Journal, 35(3), 455-476 Reay, T., and Hinings, C. R. (2009). Managing the rivalry of competing institutional logics. Organisation studies, 30(6), 628-652 Teelken, C. (2015). Hybridity, Coping Mechanisms, and Academic Performance Management: Comparing Three Countries. 93(2), 307-323.10.1111/padm.12138 Van den Brink, M., Fruytier, B., and Thunnissen, M. (2013). Talent management in academia: performance systems and HRM policies. Human Resource managment Journal, 23(2), 180-195