When Does Medici Hurt Da Vinci? Mitigating the Signaling Effect of Extraneous Stakeholder Relationships in the Field of Cultural Production

Abstract

We thank associate editor Martine Haas and three anonymous reviewers for their constructive feedback, consistent support and guidance throughout the process. We are indebted to Joel Bothello: his help and advice were pivotal in shaping this paper. We are also grateful to Frederic Godart, Michael Gill, Pierre-Antoine Kremp, and the participants of OTREG at Imperial College in September 2015, in particular Matt Kraatz. Finally, we would like to thank Eva Cools for her operational support and Dariya Plaksina for her tremendous help with data collection. [2004][2005][2006][2007][2008][2009][2010][2011]. Firstly, we engage in a qualitative exploration of our setting to contextualize our hypotheses and understand how relationships with corporate donors, depending on their characteristics, affect peer recognition. We then quantitatively test our hypotheses and confirm that the salience of the relationship with extraneous stakeholders -operationalized as the number of corporate donors -has a negative effect on peer recognition. This effect however can be mitigated if theaters choose to limit the breadth, depth and negative valence of the relationship. We contribute to both the institutional logics and stakeholder literature by bringing in a signaling perspective: we show that peer recognition, upon which the maintenance of a dominant logic lies, is directly impacted by the nature of relationships with extraneous stakeholders.

Organizing artistic activities in a recurrent manner: (on the nature of) entrepreneurship in the performing arts

“…Similarly, Amans et al () explain the heterogeneity in budget practices in performing arts organizations as a result of the interaction between multiple logics, mediated by situational factors (such as ownership, governance, and organizational identity). Glynn and Lounsbury's () and Shymko and Roulet's () analyses show that the influence of competing logics is not confined to the internal dynamics of these organizations; the balance between artistic and market logics also influences external evaluations by decisive stakeholders (i.e., peers and critics). In this respect, studies from cultural sociology and the “production of culture” perspective (Becker, ; Griswold, ; Hirsch, ; Peterson, ; for an overview, see Peterson & Anand, ) highlight “how the symbolic elements of culture are shaped by the systems within which they are created, distributed, evaluated, taught, and preserved” (Peterson & Anand, , p. 311).…”

“…Therefore, the coexistence of multiple logics introduces complexity at the organization level, increasingly to the extent that these logics involve conflicting prescriptions on legitimate actions and outcomes (Greenwood, Raynard, Kodeih, Micelotta, & Lounsbury, 2011). A number of authors highlight tensions between artistic and market logics in established performing arts organizations (Amans, Mazars-Chapelon, & Villesèque-Dubus, 2015;Christiansen & Skaerbaek, 1997;Eikhof & Haunschild, 2007;Glynn, 2000;Glynn & Lounsbury, 2005;Shymko & Roulet, 2017). Their studies show that conflicts, and the way in which they are resolved, affect organizational dynamics.…”

Opportunity, Motivation, and Ability to Learn from Failures and Errors: Review, Synthesis, and Ways to Move Forward

“…In health care, normalized deviance often involves the violation of safety rules that impede work flow and signal a lack of trust in operators (Banja, 2010). Normalized deviance can also come from institutional logics that became dominant over time inside an industry despite their clashing with broader order values and beliefs that lie outside of the industry (Roulet, 2015;Shymko & Roulet, 2017).…”

Good to be disliked? Exploring the relationship between disapproval of organizations and job satisfaction in the French context

“…2005). This brings about major implications for social identity theory as it stresses the need to operationalize identity of individuals and organizations as they are perceived (Shymko & Roulet, 2016;Stenger & Roulet, forthcoming).…”

“…In this case, we argue that the effects of the perceived illegitimacy of disapproval might go beyond buffering the negative effects of disapproval on job satisfaction. Insiders are prone to dig in their heels in order to face criticism (Shymko & Roulet, 2016) and 'socially withdraw in order to look for social validation and affirmation within their own group' (Ashforth and Kreiner, 1999: 425).…”