Coping with commodification : hybrid strategies in Asian law firms
Research has indicated that many organizations are located at complex boundary zones which are guided by differing institutional logics. As varied institutional logics overlap, there may be strains on organizations which are trapped within shared boundaries. To reduce such strains and to respond to...
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sg-ntu-dr.10356-1488632023-05-19T07:31:18Z Coping with commodification : hybrid strategies in Asian law firms Chow, Dawn Y. Tsui-Auch, Lai Si Nanyang Business School Business::Operations management Institutional Change Organizational Response Research has indicated that many organizations are located at complex boundary zones which are guided by differing institutional logics. As varied institutional logics overlap, there may be strains on organizations which are trapped within shared boundaries. To reduce such strains and to respond to institutional logic clash, organizations within different fields tend to resort to hybrid strategies of action. However, despite the plethora of studies, there is still a lack of a coherent body of research that addresses the question of how and why organizations experience institutional complexity differently. In response to calls for research on how particular organizational attributes of firms would matter to the experience of firms in situ, we examine how a particular organizational attribute – organizational size— matters, by conducting comparative research on a large versus small Singapore law firm. We thus contribute to the research by showing how hybrid strategies enable organizations to resolve institutional logic clash. Also, we reveal the structural condition underlying the firms’ hybrid strategies in response to commodification pressures. Contrary to extant research that suggests otherwise, our findings demonstrate that small, rather than large firms, are in fact better suited to adapt to institutional change, so long as they can carve out a particular niche market for themselves. Additionally, unlike extant research in international business that may have hypothesized a rather large impact of MNCs on a country’s competitive landscape, we find that there are limits to the influence that an MNC has, especially on smaller local players. Published version 2021-05-10T01:52:00Z 2021-05-10T01:52:00Z 2020 Journal Article Chow, D. Y. & Tsui-Auch, L. S. (2020). Coping with commodification : hybrid strategies in Asian law firms. Asia Pacific Journal of Management, 37(3), 763-793. https://dx.doi.org/10.1007/s10490-018-9629-1 0217-4561 0000-0002-7544-4859 https://hdl.handle.net/10356/148863 10.1007/s10490-018-9629-1 2-s2.0-85066063771 3 37 763 793 en Asia Pacific Journal of Management © 2019 The Author(s). This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. application/pdf |
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Business::Operations management Institutional Change Organizational Response Chow, Dawn Y. Tsui-Auch, Lai Si Coping with commodification : hybrid strategies in Asian law firms |
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Research has indicated that many organizations are located at complex boundary zones which are guided by differing institutional logics. As varied institutional logics overlap, there may be strains on organizations which are trapped within shared boundaries. To reduce such strains and to respond to institutional logic clash, organizations within different fields tend to resort to hybrid strategies of action. However, despite the plethora of studies, there is still a lack of a coherent body of research that addresses the question of how and why organizations experience institutional complexity differently. In response to calls for research on how particular organizational attributes of firms would matter to the experience of firms in situ, we examine how a particular organizational attribute – organizational size— matters, by conducting comparative research on a large versus small Singapore law firm. We thus contribute to the research by showing how hybrid strategies enable organizations to resolve institutional logic clash. Also, we reveal the structural condition underlying the firms’ hybrid strategies in response to commodification pressures. Contrary to extant research that suggests otherwise, our findings demonstrate that small, rather than large firms, are in fact better suited to adapt to institutional change, so long as they can carve out a particular niche market for themselves. Additionally, unlike extant research in international business that may have hypothesized a rather large impact of MNCs on a country’s competitive landscape, we find that there are limits to the influence that an MNC has, especially on smaller local players. |
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Nanyang Business School |
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Nanyang Business School Chow, Dawn Y. Tsui-Auch, Lai Si |
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Chow, Dawn Y. Tsui-Auch, Lai Si |
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Chow, Dawn Y. |
title |
Coping with commodification : hybrid strategies in Asian law firms |
title_short |
Coping with commodification : hybrid strategies in Asian law firms |
title_full |
Coping with commodification : hybrid strategies in Asian law firms |
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Coping with commodification : hybrid strategies in Asian law firms |
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Coping with commodification : hybrid strategies in Asian law firms |
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coping with commodification : hybrid strategies in asian law firms |
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2021 |
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https://hdl.handle.net/10356/148863 |
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