Trapped between two logics: Individual experiences and responses to the introduction of competing institutional logics.
This paper aims to answers the call within the institutional perspective to move analysis down to the individual level of analysis. The paper is based on a qualitative case study of the initial implementation phase of a large structural and cultural change effort within a global life science organisation with head quarters in Sweden. Through the use of semi-structured interviews the findings in the paper show both the usefulness of the theoretical model developed by Pache and Santos (2013) in analysing the responses of individuals subject to competing institutional logics as well as they add to the theory by showing a situation where the people within the organisation experience feelings of being trapped between two logics. The empirical findings further showed that the “window of opportunity” in the change process created by the initial positive response from the people within the organisation was not fully utilised and the focus shifted from seeing the positive aspects of what the changes would bring to the negative experience of feeling that nothing is happening. A conclusion is that after presenting an organisational change the proper timing of actual implementation is of great importance.
Msc in Management