From National Service to Global Player: Transforming the Organizational Logic of a Public Broadcaster
Spicer, Andre and Sewell, Graham. (2010) From National Service to Global Player: Transforming the Organizational Logic of a Public Broadcaster. Journal of Management Studies, 47 (6). pp. 913-943. ISSN 0022-2380Full text not available from this repository.
Official URL: http://dx.doi.org/10.1111/j.1467-6486.2010.00915.x
We present organizational logics as a meso-level construct that lies between institutional theory's field-level logics and the sense-making activities of individual agents in organizations. We argue that an institutional logic can be operationalized empirically using the concept of a discourse - that is, a coherent symbolic system articulating what constitutes legitimate, reasonable, and effective conduct in, around, and by organizations. An organization may, moreover, be simultaneously exposed to several institutional logics that make up its broader ideational environment. Taking these three observations together enables us to consider an organizational logic as a spatially and temporally localized configuration of diverse discourses. We go on to show how organizational logics were transformed in the Australian Broadcasting Corporation between 1953 and 1999 by examining the changing discourses that appeared in the Corporation's annual reports. We argue that these discourses were modified through three main forms of discursive agency: (1) undertaking acts of ironic accommodation between competing discourses; (2) building chains of equivalence between the potentially contradictory discourses; and (3) reconciling new and old discourses through pragmatic acts of 'bricolage'. We found that, using these forms of discursive agency, a powerful coalition of actors was able to transform the dominant organizational logic of the ABC from one where the Corporation's initial mission was to serve national interests through public service to one that was ultimately focused on participating in a globalized media market. Finally, we note that discursive resources could be used as the basis for resistance by less powerful agents, although further research is necessary to determine exactly how more powerful and less powerful agents interact around the establishment of an organizational logic.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HF Commerce
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
|Divisions:||Faculty of Social Sciences > Warwick Business School|
|Journal or Publication Title:||Journal of Management Studies|
|Publisher:||Wiley-Blackwell Publishing Ltd.|
|Number of Pages:||31|
|Page Range:||pp. 913-943|
|Access rights to Published version:||Restricted or Subscription Access|
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