Difficult Decoupling: Employee Resistance to the Commercialization of Personal Settings

Abstract

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Social Impact Measurement and Non-profit Organisations: Compliance, Resistance, and Promotion

“…There is unease about what and how things are measured and how this interferes with organisational operations and values (Christensen and Ebrahim, 2006;Townley, 2011;Turco, 2012). This paper shows that there is resistance to the directives and demands of funders.…”

“…In a recent study by Turco (2012), the author shows how decoupling reflects conflicts that come from outside as well as within the organisation and had a two-fold purpose. Firstly, as a way of complying with values that were not easily reconciled, (such as values of the commercial market on the one hand and the norms of providing care on the other).…”

“…Social auditing and accountability controlled by outside stakeholders (Ebrahim, 2003(Ebrahim, , 2005, and conducted with the purpose of managing and mediating competition in the field of care and social mission, is causing discomfort (Turco, 2012). There is also fear that the auditing process, with ensuing performance management, has detrimental effects on organisational culture and staff morale (Christensen & Ebrahim, 2006;Hwang & Powell, 2004;Townley, 2011).…”

Organizational Responses to Institutional Pressures: Reconfiguration of Spaces in Nanosciences and Nanotechnologies

“…Since Meyer and Rowan's (1977) seminal paper, organizational responses to institutional pressures have triggered considerable interest among scholars to understand, for instance, the role of top management, formal rules (Westphal & Zajac, 2001), practices (Beck & Walgenbach, 2005), and professional norms (Turco, 2012). Other studies have focused on the extent to which organizations adopt new practices and the extent it is symbolic or substantive (Boxenbaum, 2006;.…”

Children Without Bruised Knees: Responding to Material and Ideational (Mis)alignments

“…Moreover, a potential boundary condition of this study is that we have mainly focused on the institutional demands generated by one constituent, namely the state. Even though coercive pressures can be complex enough, we did not investigate the responses of other constituents such as parents or employees (Turco, 2012), who simultaneously might also influence the leeway which organizations have in responding to new pressures. According to Friedland and Alford (1991), there is not a one-way relationship between an institution and its meaning.…”