LOGICS MULTIPLICITY: A MICRO-LEVEL ANALYSIS OF MULTIPLE INSTITUTIONAL LOGICS

LOGICS MULTIPLICITY: A MICRO-LEVEL ANALYSIS OF MULTIPLE

INSTITUTIONAL LOGICS

By

Erwin Wilbrink

S2799545

This study investigates how multiple institutional logics impact the bounded intentionality of micro-level actors within organizations and how multiple institutional logics shape organizational practice and identity. Despite calls for further research regarding multiple institutional logics on a micro-level, to date literature lacks explanation and understanding about this phenomenon. Based on a case study at a Dutch insurance company, this is one of the first attempts to bridge this gap. This study reveals an organization containing a policy-orientated logic and a commercial logic. The policy-policy-orientated logic is dominant and coercive. Hence, the logics do not interact with each other, leading to an intentionally created organizational practice. Consequently, it suppresses the commercial logic, leading to disidentification with the policy-orientated logic, reduced job satisfaction and loss of identity of micro-level actors. In adopting an indicative rather than definitive stance, this study aims to encourage scholars to broaden their studies with regard to multiple institutional logics towards the micro-level in further research.

Keywords: Institutional Logics, Micro-level, Multiple Institutional Logics, Identity.

University University of Groningen

Faculty Faculty of Economics and Business MSc BA track Organizational & Management Control Supervisor Dr. S. Girdhar

Co-assessor Dr. A. Rehman Abbasi

Date 20 June 2016

TABLE OF CONTENTS

1 INTRODUCTION ... 3

2 LITERATURE REVIEW ... 4

2.1INSTITUTIONAL THEORY ... 4

2.2MULTIPLE INSTITUTIONAL LOGICS ... 5

2.3CONCEPTUAL FRAMEWORK ... 6 3 METHODOLOGY ... 11 3.1INTRODUCTION ... 11 3.2RESEARCH SETTING ... 12 3.3DATA COLLECTION ... 13 3.4INTERVIEWS ... 14 3.5DATA ANALYSIS ... 15 4 RESULTS ... 16

4.1MACRO-TO-MICRO MECHANISM ... 16

4.2MICRO-TO-MICRO MECHANISM ... 19

4.2.1 Identity ... 20

4.2.2 Goals ... 22

4.2.3 Schemas ... 23

4.3MICRO-TO-MACRO MECHANISM ... 25

3

LOGICS MULTIPLICITY: A MICRO-LEVEL ANALYSIS OF MULTIPLE

INSTITUTIONAL LOGICS

1 INTRODUCTION

Organizations are increasingly being confronted with multiple institutional logics, which lead to conflicting demands on micro-level actors (Pache & Santos, 2013). Incompatible institutional logics generate moreover challenges and tensions for organizations (Greenwood, Raynard, Kodeih, Micelotta & Lounsbury, 2011). Elaborating on the work of Friedland and Alford (1991), Ocasio and Thornton (1999, p. 804) define institutional logics as: “the socially constructed, historical patterns of material practices, assumptions, values, beliefs, and rules by which individuals produce and reproduce their material subsistence, organize time and space, and provide meaning to their social reality”. The existence of multiple institutional logics (or logics multiplicity) is a widely discussed topic in the literature. It focuses on multiple institutional demands originating from institutional logics (e.g. Besharov & Smith, 2014; Greenwood et al, 2010; Reay & Hinings, 2009; Marquis & Lounsbury, 2007; Lounsbury, 2007). Scholars in the past decades focused predominately on organizational fields (Battilana & Dorado, 2010; Bjerregaard & Jonasson, 2014; Greenwood, Hinings & Whetten, 2014) and scarcely on the micro (intraorganizational) level of analysis, despite suggestions that micro-level actors who are confronted with multiple institutional logics play an important role in organizational outcomes (Pache & Santos, 2013). Social interaction between logics, which is shaped by the bounded intentionality (identity, goals and schemas) of micro-level actors, is an example of the role of micro-level actors in influencing the organizational outcome (Thornton et al., 2012). Existing studies however lack explanation and understanding of these mechanisms of multiple institutional logics on a micro-level. This study is therefore an attempt to bridge this gap.

4 Hinnings, 2013). Since reproduction of institutions happen by everyday activities of individuals, research is needed to understand these everyday processes (Powell & Colyvas, 2008). Studies related to less powerful members of organization, in particular, in contrast to studies to leaders or champions are a fruitful avenue for further research (Barley, 2008; Powell and Colyvas, 2008).

Supported by the arguments from the literature, this paper deliberately chooses to focus on the micro-level perspective, especially the micro-level actors and the organizational outcome. This study therefore addresses the following research questions: “How do multiple institutional logics impact the bounded intentionality of micro-level actors within organizations?” and “How do multiple institutional logics shape organizational practice and identity?”. The study aims to contribute to the under-researched literature field of multiple institutional logics with a micro-level analysis. As such, this study is a response to calls for deeper understanding of the micro-level of institutional logics (e.g. Barley, 2008; Bercovitz & Feldman, 2008; Muzio, Brock, & Suddaby, 2013; Powel & Colyvas, 2008, Thornton et al., 2012). The findings of this research are first, a linkage to better understand and explain institutional logics on a micro-level, second, be a starting point for other researchers to further develop empirical knowledge with regard to the micro-level of multiple institutional logics and third, provide managerial insight in the consequence on micro-level actors who are confronted with multiple institutional logics.

The remainder of this paper is structured as follows. Section 2 starts with a broad conceptualization of institutional theory, followed by a review of the theory about multiple institutional logics on a micro-level and it concludes with a discussion on the framework of the microfoundations of institutional logics of Thornton et al. (2012). The methodology of this case study is outlined in section 3, followed by the results section in section 4. Section 5 discusses the results and the implications of this study. Finally, the conclusion, including limitations and suggestions for further research, is presented in section 6.

2 LITERATURE REVIEW

5 given (Burns & Scapens, 2000) and as reference frame which preconditions individuals’ sense making choices (Thornton et al., 2012, p. 54). The third main stream of institutional theory is NIE (Williamson, 1975). NIE explains the existence and change of institutions and their economic efficiency and outcomes (Nabli and Nugent 1989, p. 1335), Powell and DiMaggio (1991) made a clear distinction between OIE and NIE. Although Powell and DiMaggio state that OIE and NIE have some similarities, such as the emphasis on the relationship between organizations and their environment, their main argument is the fundamental differences between OIE and NIE. Recently, scholars propose a more integrated view of OIE and NIE (e.g. Abrutyn & Turner, 2011; Greenwood & Hinnings, 1996; Kostova, Roth, & Dacin, 2008). Greenwood and Hinings (1996) argue that OIE and NIE can be combined in order to connect the organizational context with the intraorganizational dynamics. Since this research focuses on multiple intraorganizational logics, rooted by the organizational context, this study follows the recent literature stream, the OIE and NIE perspective are therefore combined in this study.

In the prior section, the broad conceptualizations of institutional theory have been discussed. The next sections will elaborate on the specific area of interest of this study, the microfoundations of institutional logics.

2.2 Multiple institutional logics

Organizations comply with institutional logics in order to conform their organization to expectations from important stakeholders and because it enables understanding of the social world (Greenwood et al., 2010). Institutional logics therefore shape behaviour of field field participants (Reay & Hinings, 2009). From a macro-level perspective institutional logics are defined as “assumptions and values, usually implicit, about how to interpret organizational reality, what constitutes appropriate behaviour and how to succeed” (Thornton, 2004, p. 70). Institutional logics on the level of interest of this study, the micro level, are defined more specific as: “The socially constructed, historical patterns of material practices, assumptions, values, beliefs, and rules by which individuals produce and reproduce their material subsistence, organize time and space, and provide meaning to their social reality.” (Ocasio & Thornton, 1999, p. 804).

6 2009; Kraatz & Block, 2008) is often used terminology to describe the existence of more than one logic. Without ignoring any literature related to the topic, for sake of clarity the terminology multiple institutional logics will be followed in this study.

In general, three different levels of analysis related to multiple institutional logics can be distinguished in prior research: societal level, field level and organizational level (Greenwood et al., 2011). The area of interest of this study is the microfoundations of institutional logics. This approach is different from many other scholars who, from an organizational level, are interested in multiple institutional logics which originates and manifests at the field level (e.g. Cooper, Hinings, Greenwood, & Brown, 1996; Greenwood et al, 2011; Pache & Santos, 2010; Shipilov, Greve, & Rowley, 2010). Two types of exploration are identified in literature with respect to these logics. (Greenwood et al., 2011). On the one hand, studies focus on understanding the related strategies of organizations and on the other hand studies focus on how multiple institutional logics shape the structures and practice of organizations. The latter type relates to hybrid business forms. Hybrid business forms integrate competing logics and are increasingly adopted by organizations (Pache & Santos, 2010). This study focuses on the intraorganizational level, a discussion of hybrid organization literature is therefore beyond the scope of this study (cf. Battilana & Dorado, 2010; Doherty, Haugh, & Lyon, 2014; Pache & Santos, 2011)

In the prior section, the underlying theory of this study is set out. In the following section a more detailed picture of the theory concerning the micro-level is provided using the framework of Thornton et al. (2012).

2.3 Conceptual Framework

As indicated by the forgoing literature the majority of existing literature lacks explanation about multiple institutional logics on a micro-level. Based on the cross-level framework (figure 2.1) of Thornton et al. (2012), a detailed discussion is presented in the following sections.

7 Novice refers to a situation where an individual is not exposed to a coexisting logic and hence the individual has no adherence to the logic. In a familiar relation an individual is informed, but not emotional or ideological committed to the logic and the related goals and means. Finally, an identified relation means a situation where the individual is emotionally and ideologically committed and hence is activated by the logic.

The following section will discuss in more detail the specific area of interest of the framework, namely the micro-to-micro mechanism which shapes decision making through the focus of attention.

Focus of attention. The focus of attention of individuals and groups is shaped by

top-down and bottom-up environmental stimuli. Moreover, it is managed by organizations through organizational structures and processes (Thornton et al., 2012). The availability, accessibility, and activation of identities, goals and schemas shape the focus of attention. This attention process could be automatic or controlled (Ocasio, 1997; Thornton et al., 2012). Behaviour is highly routinized and habitual activated through environmental stimuli in case of automatic attention. It leads to highly accessible logics, identities, goals and schemas (Thornton et al, 2012). Routinized behaviour is significantly shaped by the formal and informal interaction between individuals and organizations (Felin, Foss, Heimeriks, & Madsen, 2012). Controlled attention is in contrast activated by the information that an individual is aware of and could be a departure of embedded logics. Actors with a low degree of commitment to a prevailing logic are moreover the most likely to rely on an alternative logic (Thornton et al., 2012). The awareness about the taken-for-granted ways of thinking of an individual could be moreover a trigger for change (Seo & Creed, 2002). Institutional contradictions could also lead to a source of tensions and conflicts within and across institutions, consequently leading to activation of a new or changed logic (e.g. Battilana &

Figure 2.1 Cross-Level model of Institutional Logics. Adapted

8 Dorado’s, 2010; Besharov & Smith, 2014; Thornton et al., 2012). In the following sections the bounded intentionality (identity, goals and schemas respectively) of micro-level actors is discussed. The bounded intentionality represents the micro-to-micro mechanism, which could be a precursor of institutional change.

Identity. Identity refers to multiple social identities. According to Thornton et al. (2012) individuals have both a category membership (e.g. profession or department) and a particular social role identity (e.g. manager or CEO). Self-categorization theory aims to explain these group phenomena related to identity. Self-categorization is “a cognitive grouping of the self as identical (similar, equivalent and interchangeable) to some class of stimuli in contrast to some other class of stimuli” (Turner & Oakes, 1986, p.241). Categorization takes place because it both simplifies and clarifies perceptions and because individuals are motivated to positively value the in-group (Hogg & Abrams, 1988). According to Turner and Oakes (1986), self-categorization takes place at three levels of abstraction: the superordinate category (differentiations between in-group out-group categorizations), social category (differentiations between groups of people, such as class and occupation) and subordinate level (differentiations between oneself and other in-group members). Self-categorization leads to a uniformity in social action and attitude, by prevailing stereotypical identity of the in-group membership over one’s own personality (Turner & Oakes, 1986). Thornton and Ocasio (2008) state that identities, together with interest and values are embedded in logics and therefore shape decisions and outcomes. Some studies reveal how the role of identity lead two enactment of two different logics in the work of physicians (Goodrick & Reay, 2011; Waldorff, Reay, & Goodrick, 2013). This enactment of logics could ultimately lead to change of the profession (Leicht & Fennel, 2008).

9 of this group (Ullrich, Wieseke, Christ, Schulze & Dick, 2007). Thornton et al. (2012) state moreover that consequences of, whether or not, achieving goals drives behaviour of individuals. Individuals do not always act congruent with their social identity. Avoidance of sanctions forces individuals to conform to regulative forces and to their superior. This conformity shapes goals and behaviours of individuals (Thornton, et al., 2012). Power can also be used in order to align the goal of individuals or a group. Scholars from the social psychology (e.g. Turner, 2005) argue that in some situation control is used as coercion. This is achieved by restricting or opposing the freedom of the group or individual to pursue own goals of interest. This leads to “disidentification, increased social distance and rejection of the sources and private rejection of the position being advocated” (Turner, 2005, p. 12-13). It requires moreover surveillance, which will intensify the perceived loss of freedom, induce resistance and foster mistrust (Turner, 2005). Summarizing, from an institutional logic perspective, goals of individuals are dependent on the extent of identification towards goal achievement. Power and sanctions could be moreover which shapes the goals of micro-level actors.

10 between an event and the relating problems (cause-and-effect). To put the foregoing in context, in a situation of problems and opportunities, a solution is an example of permission (an if-then problem) and social norms are an example of obligation, which is a requirement of consequent action (Thornton et al. 2012, p. 89). Schemas are therefore an important determinant of actions of individuals.

The prior section discuss the identity, goals and schemas of micro-level actors. Conflicts around these identity, goals and schemas could lead to a barricade for collaboration and moreover lead to conflict and competition for power. Communication in contrast could lead to cooperation (Thornton et al., 2012). This is part of social interaction which could lead to new organizational practice and organizational identity through the process of decision making, sensemaking and mobilization. Within the the scope of this study, it is sufficient to only highlight these micro-to-macro mechanism in the discussion in the following section (cf. Bertels & Lawrence 2016; McPherson & Sauder, 2013).

Decision making refers to institutional logics which guide the attention of actors and hence affect decisions (Goodrick & Reay, 2011). This could indirectly impact organizational practice and identity through reproduction, diffusion or change of the existing logic (Thornton et al, 2012). Sensemaking is a mechanism which could lead to a transformation by means of materializing and rationalizing of existing logics. Sensemaking involves the perception, interpretations and actions of individuals (Weber & Glynn, 2006), which could be the basis of change (Scott, 2001). Finally mobilizing refers to the motivation of actors for collective action. Dorado (2005) defines three types of mobilization processes that could contribute to change: convening (creating arrangements), accumulation (independent actions and interactions) and leverage (gain support and acceptance).

11 studies regarding different outcomes through institutional process on a micro-level reveal diverging results. Some studies reveal a process wherein actors take well considered decisions in which logic is appropriate for the given situation and hence both logics could coexist (e.g. Goodrick & Reay, 2011; McPherson & Sauder, 2013; Smets et al, 2013; Voronov, Clercq, and Hinings, 2013). Studies of Van den Broek, Boselie and Pauwe (2014) and Arman, Liff, Wikström (2014) reveal, however, a process where one logic is intended to dominant the other logic and de facto it determines the organizational outcome. Van den Broek et al. (2014) found moreover resistance and a lack of commitment among nurses who are suppressed by the dominant logic. Both studies are conducted in the health care sector, to date no other studies reveal similar results in other settings.

The foregoing sections reveal that existing literature lacks micro-level analysis of multiple institutional logics. Despite the micro-to-micro mechanism and the micro-to-macro mechanism are an important determinant of organizational practice and identity. This study will therefore address the following research questions: “How do multiple institutional logics impact the bounded intentionality of micro-level actors within organizations?” and “How do multiple institutional logics shape organizational practice and identity?”

3 METHODOLOGY

12 programme. The AFM signals, however, that in general the top of an organization is often initially very concerned with putting the customer interest first, but they pay less attention to the execution and retainment of the policy. Moreover, the middle management is in general often not able to convert the vision of the top towards specific behaviour of individuals, which results in absence of real change (Netherlands Authority of Financial Markets, 2015b).

3.2 Research setting

The case company of this study is a large-sized Dutch insurance company which provides customers with health, life and non-life insurances. The holding of the company contains several other (international) companies. The organization is divided in a marketing and sales organization (‘frontside’) and a product organization (‘backside’). Both the frontside and backside contain a Programme Manager KBC who respectively is responsible for the policy and implementation of the KBC programme within the division Pension & Life.

The study is conducted within the department Acquisition Pension (AP). AP is concerned with the acquisition of new customer, mainly small and medium-sized enterprises (SMEs) for pension plans. AP belongs to the frontside of the organization and is part of the division Pension & Life. A very loyal workforce characterizes AP. Most of the (desk) account managers have been at the company for over 10 years with exceptions of employment relationships over 25 years. Characteristic for both groups of employees is that they joined AP because of the sales orientation of the department and the related activities. The sales process is broadly spoken divided into two parts. In the early stage, the acquisition employees try to sell an advisory quotation for the pension plan. This is a detailed advisory report which advices the customer the most appropriate pension plan. The costs of this report are the same, independent of the size of the customer. The next stage is entering into the contract. This is the second part of the revenue model of the case company, which is based on the pension premium. The pension premium depends on the size of the customers and type of pension plan. The acquisition team consists of one account manager, seven desk-account managers and a commercial manager who is responsible for AP, as well for the translation of the KBC programme towards AP.

13 addition, Ilgen and Hollenbeck (1991) state that intrinsic motivation of the workforce could be enhanced by higher levels of autonomy, variety and task-identity in a job. Job satisfaction among sale employees can be moreover stimulated by promoting autonomy, providing feedback and task identity. The principles of the KBC logic are different from the commercial logic, which could be ground of institutional complexity.

On corporate level the case company decided recently that it will stop giving advice about pension plans. The case company will only manage pensions in the future and will leave the acquisition and advisory activities to independent external advisors. During this study the case company is in the process of obtaining permission from the Dutch Central Bank (DNB) to start a General Pension Fund (APF). APF will provide the case company the possibility to augment volume and scale by centralizing their various divisions and brands who offer pensions and they will not be responsible and accountable for advisory tasks anymore. The activities of AP will be discontinued after the permission is obtained. The moment of obtaining permission is yet unknown. AP will therefore continue their activities until the permission is obtained.

The reason of conducting a case study at a Dutch insurance company, especially at an acquisition department is twofold. First, especially since the late 2000 financial crisis, insurance companies and banks are under serious pressure to become more customer interest orientated and thus omit benefiting at the expense of the customer. Hence, putting the customer interest first is an actual and significant topic, which makes conducting a research at an insurance company very suitable. Second, AP is part of the sales profession and is used to getting variable remuneration based on performances. Other divisions, such as the business-to-consumer division of the case company already abolished potential harmful variable remuneration for putting the customer interest first. AP is, however, still remunerated on a variable basis.

3.3 Data collection

14 using a qualitative research approach, is close interaction with actual evidence which will closely reflect the reality when building theory (Eisenhardt, 1989). This study follows the framework of theory building from case study research of Eisenhardt (1989). Primary data have been collected by conducting semi-structured in-depth interviews. This ensures covering all key topics, while simultaneously being responsive to areas that came up during interviews. A detailed description of the way of data collection, the selection of respondents, the way of data analysis and how conclusions have been drawn will be provided. This enables others to replicate or judge the reliability and validity of the study (Van Aken, Berends & Van der Bij, 2012). All interviews are recorded and transcribed (Kuckartz, 2014). In addition, memos have been written during the research activities (Corbin & Strauss, 1990). By very precisely documenting and explaining the process of drawing conclusions, it is ensured that no possible competing explanation exists (Van Aken et al., 2012).

3.4 Interviews

In-depth semi-structured interviews were conducted at AP during six visits in the period between March 2016 and April 2016. AP contains eight employees: One Account Manager and seven Desk Account Managers. Interviews have been conducted with all eight employees. Prior to the interviews with the acquisition workforce, an interview was conducted with the Commercial Manager, who is responsible for AP. In addition, interviews have been conducted with two Programme Managers KBC of the overarching division Pension & Life. The responsibility of these managers is to respectively plan and implement the KBC programme in order to be aligned with the overarching KBC goals of the corporation. Preliminary dialogues were held with a HR director and a Programme Manager KBC (twice), in order to get deeper understanding about the organization and the KBC programme. These dialogues are of a more general character and are aimed to create a clearer image of the organization. Therefore these dialogues are excluded in the analysis.

Function # of respondents Duration (avg.)

Account Manager 1 75 minutes

Desk Account Manager 7 60 minutes

Commercial Manager 1 75 minutes

Programme Manager KBC 2 60 minutes

15 In order to ensure that the collected information covers the reality, the interviews were held anonymously. Respondents were informed on beforehand about the anonymity and confidentially of the study, as well as the goal of contributing to scientific research and about the audience of the study (Kaiser, 2009). In order to maintain confidentiality and simultaneously allowing for distinction, a numbering system is used for quotes of respondents. The respondents are distinguished as followed: Programme Managers KBC (PM), Commercial Manager (CM), Employees (E).

3.5 Data analysis

The records of the interview were transcribed shortly after the interviews were conducted. After transcribing, the data was coded manually in order to analyse it. Both in vivo coding and descriptive coding were used in this process. These code were segregated, grouped, regrouped and relinked in order to develop meaning and explanation (Grbich, 2007, p. 21). The method of data analysis of Eisenhardt (1989) was followed in this study. The first key step in analysing was the within-case analysis. This concerns detailed write-ups for each case. This approach enables becoming intimately familiar with each case as a standalone entity. Moreover, it allows arising of unique patterns within each case before conducting a cross case comparison. Cross case analysis avoids reaching premature or false conclusions The analyses were conducted by selecting categories of cases and looking for similarities and differences. It forces to go beyond initial impressions and hereby improving the likelihood of an accurate and reliable theory (Eisenhardt, 1989, p. 540-541). The results of this study are presented in the following section.

4 RESULTS

In this section the results will be presented along the framework of Thornton et al. (2010). The section is structured as follows. First the empirical results with regard to the KBC logic will be presented, which represents the macro-to-micro mechanism. The specific interest of this study, the micro-to-micro mechanism, will be discussed in the next section. This represents the activation phases, which could lead to social interaction between both logics. The results section will conclude with a discussion om the micro-to-macro mechanism, which shapes in the organizational practice and organizational identity.

4.1 Macro-to-micro mechanism

16 AFM strives to achieve that companies put the customer interest first (KBC). KBC ensure fair and transparent products for customers by activating companies to improve by providing guidelines on several themes. The AFM represents the institutional logic on macro-level.

The AFM monitors compliance with the AFM standards and publishes reports about the performance of companies and industries. KBC themes, defined by the AFM, are the policy structure of the case company to become customer interest oriented. KBC is a companywide programme that is converted on division level and has become a logic on micro-level as counterpart of the commercial logic. The programme managers are responsible for converting and implementing the KBC programme. The programme manager reports to the steering committee, which is in the case of division Pension & Life the same composition as the board. Pension & Life has defined a workflow for every theme of the AFM, including an project owner and a project manager in order to succeed with the programme. The programme managers acknowledge that the KBC programme is motivated by the pressure of the AFM, therefore it is an important determinant on the focus of attention of the organization.

In case you make KBC specific, it is a score list of the AFM that must be complied. It is not the most inspiring manner to get KBC adopted as mindset by employees. It is necessary, because we have to catch up together. We have a lot of things, which we found important, but do not perform. AFM is right that they have said to all banks and insurance companies that they could perform, and should perform much better. [. . .] We have chosen to catch up first. We are going to ensure that we meet the criteria of the AFM, once we achieved this we will scale up our ambition. [PM1] The case company prioritises to clinical catch up the organization. Both programme managers acknowledge that employees of AP could perceive KBC as abstract and a “compliance thing”. Nevertheless, both programme managers are convinced that KBC could be inspiring for employees and could become part of the identity. The current challenge and tension between being restrictive and being inspiring (Greenwood et al., 2011) is perceived as unavoidable by the programme managers. The organization aims to comply to the expectations of stakeholders first (Greenwood et al., 2010), as indicated by the programme manager.

17

on securing the hygiene factors or being inspiring. Working on dissatisfiers is not the most inspiring for people. People of the central programme are well aware of that. But if you do both, you will not arrive on time. Therefore, they deliberately decided to focus on dissatisfiers first. Otherwise, you will lose focus. Consequently, the KBC programme is much associated by people as a compliance thing. [PM2]

The commercial manager is critical on the changing way of doing business, caused by the increasingly stricter laws and regulations and internally forced by the KBC programme. The typical thoughts of the managers are represented in the following quote.

Everything is in the interest of the client. But it is an enormous strain on the way of working, on the way of recording information, on checks and on trying to ensure all kinds of securities in order to ensure that you are really doing things in the right way. You are now putting to much weight on ensuring quasi securities in the interest of the customer [it is apparently completely sure, but in reality it could not be guaranteed]. It contains a cost price, the big philosophical question is, is the customer really better off by paying this? You simply will never get complete certainty. [CM]

Both programme managers perceive KBC as a necessity. From their perspective, there is no alternative, other than to undergo a strict KBC programme in order to recover and improve the organization on the extent of customer interest orientation within a foreseeable time. The commercial manager reasons from a commercial perspective and is therefore conversely critical. An important point of criticism is the required extensive advisory reports and the detailed recording of information with regard to the sales process and customers. This is prompted by the institutions and has become part of the KBC logic but contradicts the commercial logic. The commercial manager perceives it as exaggerated and as an important constrain on the work and employees of AP.

18 disadvantages for the customer. Even when a customer indicates that a certain element should be added in any case, the sales employee should mandatory address the disadvantages for the customer. Even when it is more profitable to satisfy the need of the client, the employees should always address the disadvantages. Resulting in conflicting demands on micro-level actors between meeting targets and complying to the KBC logic (Pache & Santos, 2013). Sales employees had greater freedom in the past, i.e. there were less regulations and restrictions and more room for interpretation. Nowadays, employees are restricted to perform more administrative tasks and checks in order to ensure that is it in the interest of the customer. Seven out of eight employees typically describe the sales process as follows. You had a counselling interview or a conversation by phone and you submitted an

offer. Nothing was recorded about the process on how you came to the offer and about the principles of the offer. [E1]

Of course you were giving some advice in the past. But, you partly looked as well, what’s in for me? [E2]

In sum, the customer interest focus changed the way of working from a sales orientated process and making deals towards advising, recording information and providing transparency for customers in order to be compliant with internal and external expectations. The majority of the employees acknowledge that this new way of advising according to the KBC logic is basically in the interest of the customer. Two respondents are nevertheless critical and do not see any advantages which are in the interest of the customers as represented by the following quote.

The customer is not benefitting from it. Because the advice of today, is actually the same advice as five or six years ago. We maybe only can broaden the evidence for the AFM. [E3]

19 AFM, which is the foundation of the KBC programme, than to the KBC programme. The previous section reveals that the KBC programme ensures regulation work of AP, which should ensure the customer interest orientation. The process is constraining rather than inspiring sales employees and is an important determinant on the focus of attention of micro-level actors. In the following section the micro-to-micro mechanism will be discussed, which represent the activation and subsequent social interaction between both logics.

4.2 Micro-to-micro mechanism

The previous section reveals that the KBC programme is shaped by the consideration to making up arrears of the organization first by a regulative KBC programme. In this section the results along the subsequent micro-to-micro mechanism will be discussed.

As revealed in the prior sections, one of the major changes which has a significant impact on the way of working is the regulative work process, which should ensure compliance with the KBC programme. The work processes require among others that all information is discussed and checked with the client in order to eliminate misunderstandings, confusion or disputes. In the past, the sales process was characterized as a traditional sales organization, where it is about submitting an offer and concluding the agreement. The inventory whether an agreement is in the best interest of the customer was minimal in comparison with demands of today. Moreover, arrangements and evidence about the manner of establishment of the agreement were not documented. The implication of the KBC programme is that the administrative activities are dominating the sales activities. All advisory reports have to be checked by two or sometimes three compliance officers before the dossier will be approved.

20 On the broad outlines the consequences of the programme on the micro-level are revealed in the prior section. The next section will discuss in more detail the impact on the bounded intentionality (identity, goals and schemas) of micro-level actors.

4.2.1. Identity

The KBC programme suppresses the commercial practice of AP. Besharov & Smith (2014) suggest that this will affect employees. This section will therefore start with two typical quotes from employees, which provides a representative picture of the situation that is unanimous experienced by the employees of AP.

We are real sales people. So writing an advisory report, is very nice, but you totally don’t want it. You want to win that signature [of the client]. [….] In the past it was issuing a quotation, pursuing it, win it and you are done. Now you are wondering whether you work at an administration office or a sales department. [….] We were really commercial in the past and only a little part administrative. That has been changed in a lot more administration. The question arises whether you have the right people, who should go through all processes and whether they get energy of it. [E4] If you are a salesperson in heart and soul, you do not want a lot of recording and that kind of things. You want to be busy with a customer, you want to deal, you want to score, very simple. [E5]

The aforementioned quotes reveal the typical characteristics of the profession of AP, the sales profession, which is their category membership of AP (Thornton et al, 2012). The diminishing role of sales is hence unanimously perceived as a dissatisfactory element. The profession with the related commercial logic is based on uniform social action and identity (Turner & Oakes, 1986) and hence explains the unanimous reaction of AP.

21 representative reflection of the identity of sales employees and the consequence of the KBC programme.

It is horrible [the administrative part]. You are a pension advisor because of the contact with customers and the interaction about an arrangement. But if the administrative tasks take the upper hand, then the pleasure is a little bit gone. We have gone too far. In my view, for a lot of people it is not a disappointment that it [activities of the department] comes to an end. How it went over the last years, is not something that they want to continue. Too many recording, too much administrative burdens. That is not why they have been chosen this function in the past. [E4] All employees indicate their dissatisfaction with the current status quo. AP is more removed from the interaction with customers and is also subject to high administrative burden. It does not fit their intrinsic motivation and is moreover limiting their freedom and autonomy, which is an important determinant of job satisfaction of the sales profession (e.g. Ilgen & Hollenbeck, 1991; Pelton & Lumpkin, 1993). Another typical example of identity, especially the category membership, is how the employees perceive other departments. Based on the interaction and knowledge of the customer AP argues that it is evidently that they, in contrast to the policymakers, know what the customer needs. AP argues that a KBC programme is needed for the organization, however in the last place on their sales department. AP is motivated to positively value the in-group as part of their identity (Hogg and Brams, 1988). The unanimously positive in-group valuation is represented by the following quotes.

If you see the mentality of some colleagues [of other departments], there are good people as well, but they see the customer as a number. ‘Yes, but it is not his turn [of the customer]’. But, it is the customer who pays you! [E2]

22 orientated. In addition, three employees of AP explicitly argue that they are performing very well in relation to others in the organization. The commercial manager is however critical about this attitude as represented by the following quote.

When you ask, has the mindset [of the employees] changed... they are using it more often. But, I perceive that more as abuse, in case something happens and they disagree with it. In that cases they say, how is this in the interest of the customer? So yes, it has impact. They are going to think a lot more from the customer perspective. But do they always use it right? No, they do not. [CM]

The quote of the manager represents a mixed picture of the situation. The KBC logic and the commercial logic face off against each other, while the commercial manager chooses more of a midway between both logics. An explanation might be that the commercial manager is personally less affected by the KBC logic and because it is part of the social role identity of the manager (Thornton et al., 2012). To sum up, the prior section reveal that the identity of AP is suppressed by the coercive KBC programme. Hence, the identity of micro-level actors does not contribute in social interaction processes. On the contrary, the KBC programme intentionally leaves no scope for the identity of AP.

4.2.2 Goals

The prior sections reveal that the coercive KBC logic does not fit the identity of the sales employees. Since the KBC programme has coercive power, it has been able to regulate the work of the employees. The identity of sales employees is therefore overridden by the KBC logic. This section will reveal the impact on the goals of the employees, which are also subject to the implication of the KBC programme. Five out of eight employees state explicitly that the KBC logic has a great impact on their work, as the following representative quotes reveal.

If you get information from a customer, you are going to think, can I deal it? Is it sufficient? You are continuously wondering if you are doing the right thing. You simply do not want to make a mistake. […] You can not work relaxed anymore, you are afraid that you forget things or do things wrong. [E7]

23

conscience and is doing their best, so it is driving me insane. [E8]

Employees comply to the programme in order to avoid sanctions (Thornton et al., 2012). The quotes reveal that the employees comply to the programme and hence restrict their freedom to serve a customer as they would do according to their commercial logic. The following quotes represent moreover the fear that prevails and the urge to be compliant with the programme on the first place, without considering any alternative.

At a given time, things needed to be changed. I do understand that and it is good. But, […] it has gone too far, which results in sending a quotation with a beating heart and thinking about whether you have forgotten nothing. [….] It is not always working relaxed. […] You just do not want to make a mistake. [E8]

You are following the checklist, but you don’t look any further. You are doing it only necessary. For me that is not a total advice, so for me it is not a customer interest orientation. [E6]

As the prior section reveals the programme used power as coercion (Turner, 2005). Employees limit their own choice in order to comply to the goals of the programme and thus avoid sanctions (Thornton et al., 2012). The programme succeeds in the compliance of employees towards the goals, nevertheless it is at the expense of job satisfaction and it creates a culture of fear on AP. The following section will discuss the implication on the last part of the bounded intentionality of micro-level actors, schemas.

4.2.3 Schema

As the prior sections reveal, the prevailing opinion of AP is that at least they know what a customer interest orientation is. Nevertheless, an important finding with respect to schemas is that, seven out of eight employees acknowledge that their advice was not sufficient in the past. This is represented by the following quotes.

24

To be honest, certain rules were not clear in the past. We should just sell. Of course we assessed certain things, but we did not perform some things as well. Financial audit, we have never done that. We assumed that a […] customer is able to pay what he requested. It was never a topic. I did not realise that at that moment. [E2]

The behaviour of employees in the past was routinized and based on the informal interaction between individuals and the organization (Felin, et al., 2012) The programme succeed in changing the frames of reference which give meaning to everyday activities and the way employees think and act (Rerup & Feldman, 2011, p. 578). With the benefit of hindsight, the employees realize that their advices from the past were not sufficient in comparison with standards of today. Only one employee argues differently and is more moderate about the advices from the past in comparison with other employees.

I can tell with a straight face that advices of five years ago, were at that time good advices. Nevertheless, a lot of those advices will not withstand scrutiny at this moment. [E3]

Nevertheless, the programme succeeded in making employees aware of the taken-for-granted ways of thinking. (Seo and Creed, 2002). Consequently, the commercial logic is formed by the KBC logic as indicated as well by the following quote.

In the past, when a customer wanted to adjust something, that was totally fine, as long as the turnover and premium will be received. [….] Now, you make the customer aware of the consequences of the adjustment. [E6]

As the prior sections reveal, employees could not identify themselves with the programme and the implications. This section however reveals that the KBC programme is essential in making the employee aware of the taken-for-granted ways of thinking and in shaping the current practice. While the employees predominantly reject the KBC programme in favour of the commercial logic, this section reveals that employees however reproduce the new logic (Seo & Creed, 2002).

25 This ultimately leads to no social interaction between both logics. In the following section the subsequent macro-to-macro mechanism will be discussed.

4.3 Macro-to-macro mechanism

The KBC programme is intentionally designed in order to make up arrears. To succeed in this, there is initially no room for social interaction. Consequently, the macro-to-macro mechanism formed by decision making, sensemaking and mobilizing plays a subordinate role in the process of shaping organizational practice and identity. Decision making of micro-level actors is predominantly formed by the regulative programme instead of the freedom of decision of the micro-level actors. This study reveals nevertheless partial evidence for sensemaking. Despite the criticism on the programme, it partially succeeds in changing the minds of the employees and let the employees become aware of the taken-for-granted ways of thinking. There was however no sign of mobilization among the employees.

As revealed in the prior section the organizational practice and identity is not the result of social interaction between multiple logics, but an intentionally created practice and identity through a coercive and dominant logic. The practice and identity could, however, be temporally, since the organization launched a second programme which should lead to social interaction between both logics. The organizational identity as outcome of the current process is consequently blurred. Since the organizational identity outcome is based on managerial choices rather than developed over time. Due to the limited time scope of this study it was not possible to asses the outcome over a longer period.

The policymakers indicate that the KBC programme could be on a tipping point from now on, from being coercive towards a programme that motivates people, appeals the intrinsic motivation and therefore could trigger social interaction. The programme manager explains the next step regarding social interaction and the organizational outcomes.

The challenge today, now we caught up [..], is that we also create a vision on KBC. So, we will put more energy in and fill it in by ourselves. We are now on the cutting edge of it. [….] To date, it gives [employees] an instrumental feeling. You hear checklist, showing evidence. These are not things that inspire people to positive behaviour. It leads to more control of behaviour and meet the expected standards, while you people to be intrinsic motivated about what do the customers say or what do the customers feel and what can I do with it in my work? [PM1]

26 line with Turner (2005) it could intensify the perceived loss of freedom, induce resistance and foster mistrust of individuals. The commercial manager also indicates that the programme should change towards a programme which appeal the intrinsic motivation of the sales employees.

I hope and expect that KBC becomes slowly less relevant as programme. Since, at some future point in time, we satisfy the good and logical guidelines of the AFM. So, actually it is less from the extrinsic motivation and more from the intrinsic motivation. This should be logically proceeding from KBC. Working according to the KBC guidelines should live in us. We should understand that it fits perfectly with our identity, and what it means for our way of working. You do not need the KBC programme or the AFM anymore at that time. [CM]

Both managers agree that it is important to deal with the instrumental feeling of the KBC programme. The programme manager argues that from now on, the programmes should become inspiring. The commercial manager outlines that the KBC logics should preferably merge with the commercial logic in the future. As a result, it will lead to a clear organizational identity. To date, the KBC programme is coercive and dominant and therefore it shapes the organizational outcome. It satisfies the internal (KBC programme) and the external expectations although at the expense of the autonomy and job satisfaction of the workforce.

The latter issue has been recognized by the policymakers. For that reason, a second programme was launched recently. The spearhead of this second programme is to become an Extreme Customer-Oriented Company (ECC) and should motivate people and appeal their intrinsic motivation. Contradictory to the initial approach of the KBC programme, the ECC should trigger social interaction. The majority of the employees are nevertheless resistant towards the new programme. The programme aims to invoke sense giving in order to realize the ambitions of a shared customer interest orientation (Gioia & Chittipeddi, 1991). The following section will address this topic. It is inherent to the design of the study not possible to address the long term implications. The following section will therefore provide insight about the initial stage of this process.

27

It is a slogan [ECC], just a slogan. For me and for many other people it is nothing more than a slogan. Actually do something about it. Let the management or middle management go to customers. However, that is not possible because they are too busy with internal affairs. They simply have never seen a customer. [E3]

An additional programme, Extreme Customer Oriented Company, might be unnecessary luxury for us. Without being arrogant, we [as department] are really good in it. [E6]

The new programme which should appeal intrinsic motivation, is subject to criticism and it is perceived as exaggerated. Only one employee indicates that the ECC programme could be interesting, because of the insight about serving customers. The other employees are nevertheless resistant, which could lead to a low level of motivation towards pursuing the goals of the programme (Ulrich, 2007). A typical consequence of the prevailing attitude and the resistance is the ignoring of a special designed customer experience centre within the company. Employees could learn more about products and customers in this centre. Seven employees indicate that they consciously did not visit the centre at all. The prevailing perception about the experience centre is unanimously critical as the following quotes represent.

Customer experience centre? It is absolute nonsense and wastage of money. I have never been there. I am not going to that kind of nonsense. It would have been more useful to invest that money in good communication towards customers. Now, the added value is zero. It only causes frustrations. Pretending that you are very customer focused, when you actually know you are only internally focussed. [E3] I have never been there. Such things are very remote from me. You should already have customer experience. I have never seen the benefit of it. [E4]

As the foregoing quotes represents the ECC cannot rely on support of the sales employees. Despite the initial intention of the new programme, it could be questioned whether a constructive social interaction should take place in the future. The programme is still being perceived as a policy-orientated programme that ignores the view and knowledge of the workforce.

28 separated entities from each other due to the initial orientation of the KBC programme. No social interaction could take place between both logics. The initial aim of the KBC programme to catch up the organization is at the expense of the autonomy and job satisfaction of the employees. The ECC programme, just designed as countermovement and intending to intrinsically motivate and inspire employees, also suffer from the implication of the KBC programme.

5 DISCUSSION

This study set out to address the microfoundations of institutional logics with a qualitative study. This study is a response to calls for deeper understanding of the micro-level of institutional logics (e.g. Barley, 2008; Bercovitz & Feldman, 2008; Muzio, et al., 2013; Powel & Colyvas, 2008, Thornton et al., 2012), especially to less powerful organization members (Barley, 2008; Powell & Colyvas, 2008). No social interaction was found in this study. The findings therefore address the impact on the bounded intentionality of micro-level actors and the organizational practice and identity which are shaped by multiple institutional logics. The discussion is structured as follows. First the findings with respect to the impact on micro-level actors are discussed, followed by a discussion about the resulting organizational practice and identity.

This study reveals that through the coercive nature of the KBC programme, micro-level actors are forced to reproduce a competing logic in their daily activities. Micro-micro-level actors are surrendered to react to the multiple institutional logics in both a compliance and defiance manner. Micro-level actors comply to the practice and only partially to the values (i.e. compliance) but reject the norms of the logic (i.e. defiance). Pache and Santos (2013) make a distinguish between both forms of response. This study reveals, in contrast, that it could be a combined response of micro-level actors dependent on the context. The design of the KBC programme consequently leads to disidentification with the KBC logic, reduced job satisfaction and loss of identity of micro-level actors. This is a major consequence of the intentionally designed programme by the policymakers. Despite the policymakers succeeded in recovering the organization with respect to internal and external expectation, the lack of social interaction has resulted in a blurred identity. One may question as well whether the impact on the employees does not disrupt the future relation with the employees.

29 Two recent studies reveal however analogous findings in the health care sector. Van den Broek et al. (2014) found that a programme could be initial be a programme to hybridize multiple logics, but de facto it is primarily aimed to internalize a desired logic. Analogous to the results of my study Van den Broek et al. (2014) found resistance and a lack of commitment among nurses who are suppressed by the dominant logic. Arman et al. (2014) found in addition hierarchization in everyday practices in the healthcare sector. Hierarchization in this context refers to one logic (managerial) which dominates the other logic (professional). Both logics will coexist, however one logic will exist in a subordinate role. This is in line with the findings of this study. Further studies regarding dominant logics are lacking. This study is therefore an addition with respect to existing literature.

Smets and Jarzabkowski (2013) found that micro-level actors are not necessarily engaged in intentionally creating, maintaining and disrupting of institutions. It is the everyday work, which may end as a results in a reform of the current institutions. This is partially in line with the findings of this study. Micro-level actors are subject to the coercive programme, which ensures working according to the standards of the new logic. As a result the micro-level actors reproduce the competing logic. My study contradicts results of Alvesson and Willmott (2002, p. 622) who states “organizational members are not reducible to passive consumers of managerially designed and designated identities.” My study does also not reveal institutionalization of institutional complexity in everyday practices in the financial sector as revealed by Smets et al. (2015). A possible explanation of the contradictory results with both studies is the transition phase of the organization and the limited timeframe of the study. A longitudinal case study could possibly reveal institutionalized practices over time.

30 marketability of products. Voronov et al. (2013) conclude that logics are not reified cognitive social structures of micro-level actors but rather are open to interpretation. Interpretation in my study is nevertheless mainly eliminated by the policymakers. The findings of my study are also different from McPherson and Sauder (2013) who found micro-level actors actively adopting their own logic and a competing logic in a drugs court in order to be able to work effectively. Goodrick and Reay (2011) and Waldorff et al. (2013) found in addition two competitive logics, which could both be reflected in the professional work of physicians. Waldorff et al. (2013) emphasize moreover the important role of identity of micro-level actors in this process. These latter studies contain a combination of two logics. In contrast to my study where one coercive logic has been revealed which supress the other logic. A possible explanation of the difference is the higher level of power and authority of the health care profession and thus the increased ability to interact and influence the organizational practice outcome.

Summarizing, studies concerning multiple institutional logics from a micro-level are scarce and moreover not consistent. The results of this study are most similar to Arman et al. (2014) who found a logics which dominates the other logic and which entails hierarchization. However, due to the limited time scope of this study, I was unable to study how multiple institutional logic are manifested over time. The policymakers are on a tipping point from being merely coercive towards being inspiring and creating scope for interaction between logics. In line with findings of Voronov et al. (2013) and Goodrick and Reay (2011), logics could possibly be more open to interpretation in the future,. A longitudinal case study could provide insight in this process.

6 CONCLUSION

This study was a response to calls for deeper understanding of the micro-level of institutional logics (e.g. Barley, 2008; Bercovitz and Feldman, 2008; Powel & Colyvas, 2008, Thornton et al., 2012). In the unexplored field of multiple institutional logics on a micro-level it is a necessary precursor to enter the field with an open mind, in order to make one of the first attempts to bridge the gap. No theory or evidence exists to date with respect to the micro-level actors. This study therefore addressed the following research questions. “How do multiple institutional logics impact the bounded intentionality of micro-level actors within organizations?” and “How do multiple institutional logics shape organizational practice and identity?”

31 large-sized Dutch insurance company, from March 2016 to April 2016. Qualitative data were gathered by conducting semi-structured interviews. The insurance industry is characterized by high institutional pressure since the late ’00 financial crisis. The case company was at the time of this study in a transition from make up arrears with the customer interest orientation (in order to be compliant with internal and external expectations), towards an organization which is intrinsic motivated to be customer interest orientated.

This study contributes to the field of the microfoundations of multiple institutional logics. This study reveals a dominant and coercive logic, which is virtually not found in existing literature. Only two recent studies reveal similar results. Arman et al. (2014) found hierarchization in the health sector by means of power of a management logic which determines daily practices and Van den Broek et al. (2014) found a dominant logic which suppresses the coexisting logic. This is in line with the findings of this study. A policy-oriented logic is dominant and coercive compared to the commercial logic. The case company aims to reach policy-related ambitions with regard to the customer interest orientation and simultaneously complies with the standards of the AFM, the regulative force of the banking and insurance industry in the Netherlands. The customer interest orientation, formed in the policy-oriented programme KBC, aims to catch up the organization from the backlogs of the past first, before becoming inspiring for the employees. Consequently, it leads to disidentification with the KBC logic and perceived loss of autonomy of micro-level actors. Consequently, micro-level actors feel a loss of their identity and moreover loss of their job satisfaction, ultimately leading to questioning whether the current job still fits the identity of the sales persons. As a result of the coercive programme there is a lack of social interaction. Resulting in an intentionally created organizational practice by policymakers and a blurred organizational identity, since it is not a shared identity that is developed over time.

32 disidentification and lead to a decrease in job satisfaction and possibly lead to employee turnover. Secondly, a dominant and coercive logic temporarily in nature in order to catch up the organization, could impact future programmes through a sceptical and resistance attitude of micro-level actors.

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