Bringing Institutional Logics into Effect through Interactions: Negotiating the Relevant Story in Decision-making
Drawing on an ethnographic study of decision-making in a rape crisis centre characterised by institutional complexity, I follow the work of institutional logics in interactions. While decision-making interactions were structured by logics that dominate the organisation, decision-making does not merely reflect given institutional logics, but rather serves as occasions for their reconstruction. Participants translated institutional logics into concrete stories that define problems, roles, and solutions. These stories were co-authors by participants, while negotiating which institutional logic is relevant to the issue, and how this logic implicates how to understand, evaluate and react to it. While narrators were creative in translating institutional logics into stories, they were also limited by an expectation of coherence between logics, the subject positions and interests of narrators, and the role the stories assign to narrator and recipients. Acknowledging the way institutional logics come to life through interactions necessitate a new conceptualisation thereof, one that emphasises their emergence, and complements current understandings of institutional logics as either deterministic or strategic resource easily manipulated by actors. It also highlights the role of storytelling, translation, and power relations in bringing institutional logics into effect.