This article builds a theoretical institutional logic framework to understand how distinctive institutional logics, specifically within the relationships between government and civil society organizations (CSOs), shape organizational hybridity. The present study, contextualized within a community development initiative in Seoul, South Korea, illuminates how government efforts to foster civil society lead to contested or contradictory organizational hybridity. Two types of organizational hybridity result, one government-centered and another civil society-centered. The analysis identifies six hybridizing mechanisms that induce organizational hybridity.Three of these mechanisms illustrate how a hierarchical, regulatory, and coercive logic of government induces the government-centered organizational form. The second, CSO-centered hybrid form reveals three contrasting mechanisms in which the CSOs and government are embedded in multiple, sometimes contradictory logics that reflect the plural identities of multiple CSOs.
This article illustrates managerial responses to different performance feedback signals in decision-making processes for improving performance. First, we conceptualize and illuminate distinctive dimensions of feedback signals—internal feedback, external feedback, and comparative feedback signals. Then, we test how these different feedback signals improve performance of public-sector programs based on a 10-year panel data set from the Korean Performance Assessment Rating Tool (K-PART). We find that performance signals from sources internal to individual programs and from external reference points of problem identification (social performance comparison) affect program performance. This suggests an association between internal management and social comparison mechanisms relative to performance improvement. The novel contribution of this research lies in promoting scholarship on performance management by identifying three unique sources of performance feedback signaling.
Nonprofit activity produces social benefits, brings engaged actors in social networks, and promotes a sense of community and belonging by instilling shared values and norms, resulting in community trust and support back to the nonprofit. This reciprocal pattern of community building features the nonprofit role in building social capital. Social capital develops in interaction with the entrepreneurship context. Social entrepreneurial models of nonprofit learning and innovation demonstrate the potential of new entrepreneurial methods and market opportunities to help organizations achieve desired social impacts. This article adds a discussion on nonprofit missions as a vehicle driving nonprofit learning and innovation to be motivated to facilitate community building. By developing a moderated mediation model, we propose that value-instilled innovation from the interactive form of learning and shared mission enhances the nonprofit role in building social capital. The findings support the hypothesized relationships, producing implications for the community-building motivation of nonprofit organizations.
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