AKTÖR EYLEMLİLİĞİ, KURUMSAL MANTIK DEĞİŞİMİ VE LİDERLİK TARZLARI: BİR MODEL ÖNERİSİ

Öz

Bu kuramsal çalışmada, kurumsal mantıklar yaklaşımı ve simgesel etkileşimcilik kuramının temel varsayımlarından yararlanılarak, liderin yapısal sınırlılıklar içinde, kurumsal düzeni değiştirme eylemlerinde bulunabileceği ve yeni bir anlamlar sistemi meydana getirebileceği tartışılmıştır. Liderin bu aktör eylemliliği sürecinde, sembolik ve bilişsel dinamikleri harekete geçirip anlam ve eylemi tekrar yapılandırabileceği; çerçevelendirme, rol tanımı, bağlam denetimi ve yeni davranış örüntüleri tasarlama stratejileriyle örgütsel düzeyde kurumsal mantık değişimine yol açabileceği iddia edilmiştir. Ayrıca, aktör eylemliliğinin kurumsal mantık değişimi üzerindeki etkisinde liderlik tarzlarının etkileşimsel bir rolü olabileceği tartışılmış ve bu kapsamda bir model önerisi ve önermeler geliştirilmiştir.

Anahtar Kelimeler

• Kurumsal mantıklar
• Simgesel etkileşimcilik
• Aktör eylemliliği
• Liderlik Tarzları

ACTOR AGENCY, INSTITUTIONAL LOGICS CHANGE AND LEADERSHIP STYLES: A PROPOSED MODEL

Öz

Drawing on the the basic assumptions of the institutional logics approach and symbolic interactionist theory, the present study theoretically discusses that the leader can take actions to change the institutional order and create a new system of sense making within the structural limitations. It has been claimed that the leader can activate symbolic and cognitive dynamics and reconstruct meaning and action in this actor agency process, using the strategies of framing, role definition, context control and designing new behavior patterns, which leads to a change in institutional logics at the organizational level. In addition, it has been discussed that leadership styles may have an interactive role in the effect of actor agency on the change in institutional logics. Based on the discussions, a theoretical model and propositions have been developed.

Anahtar Kelimeler

• Institutional logics
• Symbolic Interactionism
• Actor agency
• Leadership styles

Kaynakça

1. Andreoni, J. Harbaugh, W. & Vesterlund, L. (2003). The carrot or the stick: Rewards, punishment, and cooperation. American Economic Review, 93(3), 893-902.
2. Antonakis, J., Avolio, B. J. & Sivasubramaniam, N. (2003). Context and leadership: An examination of the ninefactor full-range leadership theory using the multifactor leadership questionnaire. The Leadership Quarterly, 14(3), 261-295.
3. Avolio, B. J. & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Third Edition Manual And Sample Set. Redwood City, CA: Mind Garden.
4. Bartlett, J., Tywoniak, S. & Newton, Cameron J. (2009). Towords a model of the institutional logics of climate change. Proceedings of EGOS 2009: 25th European Group for Organizational Studies Conference, 2-4 July, (2009). Barcelona, Spain.
5. Bass, B. M. & Avolio, B. J. (1992). Multifactor leadership questionnaire. Redwood City, CA: Mind Garden, Inc. Battilana, J. (2006). Agency and institutions: The enabling role of individuals' social position. Organization, 13(5): 653-676.
6. Battilana, J., Leca, B. & Boxenbaum, E. (2009). How actors change institutions: Towards a theory of institutional entrepreneurship. The Academy of Management Annals, 3(1): 65-107.
7. Benford, R. D. & Snow, D. A. (2000). Framing processes and social movements: An overview and assessment. Annual Review of Sociology, 26: 611-639.
8. Besharov, M. L. & Smith, W. K. (2014). Multiple institutional logics in organizations: Explaing their varied nature and emplications. Academy of Management Review, 39(3): 364-381.

9. Blumer, H. (1969). Symbolic interactionism: Perspective and method. Englewood Cliffs, NJ: Prentice Hall.
10. Brown, M. E., Trevino, L. K. & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97: 117-134.
11. Bryant, M. & Stensaker, I. (2011). The competing roles of middle management: Negotiated order in the context of change. Journal of Change Management, 11(3): 353-373.
12. Burke, P. J. (1980). The self: Measurement implications from a symbolic interactionist perspective. Social Psychology Quarterly, 43: 18-29.
13. Burke, P. J. (1991). An identity theory approach to commitment. Social Psychology Quarterly, 54: 239-251.
14. Cast, A. D. (2003). Power and the ability to define the situation. Social Psychology Quarterly, 66: 185-201.
15. Castel, P. & Friedber, E. (2010). Institutional change as an interactive process: The case of the modernization of the French cancer centers. Organizational Science, 21(2): 311-330.
16. Chung, C. & Luo, X. (2008). Human agents, contexts, and institutional change: the decline of family in the leadership of business groups. Organization Science, 19(1): 124-142.
17. Cohen, A. R. (2003). Transformational change at Bobson College. Academy of Management Learning and Education, 2(2): 155-180.
18. Colomer, J. M. (1995). Leadership games in collective action. Rationality and Society, 7(2): 225-246.
19. Conger J. A. & Kanungo, R. N. (1987). Toword a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12: 637-647.
20. Creed, W. E. D., Scull, M. A. & Austin, J. R. (2002). Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organizational Science, 13: 475-496.
21. Dacin, M. T. & Tracey, K. M. (2010). Formal dining at Cambridge colleges: Linking rituals performance and institutional maintenance. Academy of Management Journal, 53(6): 1393-1418.
22. Delbridge, R. & Edwards, T. (2008). Challenging conventions: Roles and processes during non-isomorphic institutional change. Human Relations, 61(3): 299-325.
23. Derue, D. S., Nahrgang, J. D., Wellman, N. & Humphrey, S. E. (2011). Trait and behavioural theories of leadership: An integration and meta-analytic test of their relative validity. Personell Psychology, 64: 7-52.
24. Diah, T. Y., Sendjaya, S., Hirst, G. & Cooper, B. (2014). Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototipycality. Journal of Business Research, 67: 1395-1404.
25. Dimaggio, P. (1988). Interest and agency in institutional theory. L. Zuker (Der.), Institutional patterns and culture: 3-22. Cambridge, M. A. : Ballinger Publishing Company,
26. DiMaggio, P. J. & Powel, W. W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48: 147-160.
27. Dionysiou, D. D. & Tsouridimoskas, H. (2013). Understanding the (re)creation of routines from within: A symbolic interactionist perspective. Academy of Management Review, 38(2): 181-205.
28. Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organizational Science, 11: 611-629.
29. Feldman, M. S. & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48: 94-118.
30. Fiss, P. C. & Zajac, E. J. (2006). The symbolic management of strategic change: Sense giving via framing and decoupling. Academy of Management Journal, 49: 1173-1193.
31. Fligstein, N. (1997). Social skill and institutional theory. American Behavioral Scientist, 40: 397-405.
32. Friedland, R. & Alford, R. R. (1991). Bringing society back in: Symbols, practices, and institutional contradictions. W. W. Powell ve P. J. DiMaggio (Der.), The new institutionalism in organizational analysis: 232-263. Chicago: University of Chicago Press.
33. Garud, R. J. & Kumaraswamy, A. (2002). Institutional entrepreneurship in the sponsorship of common technological standards: The case of Sun Microsystems and Java. Academy of Management Journal, 45(1): 196-214.
34. Giddens, A. (1984). The constitution of society. Berkeley: University of California Press.
35. Giorgi, S., Lockwood,C. & Glynn, M. A. (2015). The many faces of culture: Making sense of 30 years of research on culture in organizational studies. The Academy of Management Annals, 9(1): 1-54.
36. Golden-Biddle, K. & Rao, H. (1997). Breaches in the boardroom: Organizational identity and conflicts of commitment in a nonprofit organization. Organization Science, 8: 593-611.
37. Goffman, E. (1974). Frame analysis: An essay on the organization of experience, London: Harper and Row.
38. Gonos, J. & Gallo, P. (2013). Model for leadership style evaluation. Management: Journal of Contemporary Management Issues, 18(2): 157-168.
39. Gray, B., Purdy, J. M. & Ansari, S. S. (2015). From interactions to institutions: Microprocesses of framing and mechanism for the structuring of institutional fields. Academy of Management Review, 40(1):115-143.
40. Greenwood, R., Suddaby, R. & Hinings, C. R. (2002). Theorizing change: The role of professional associations in the transformation of institutionalized fields. Academy of Management Journal, 45(1):58-80.
41. Greenwood, R. & Suddably, R. (2006). Institutional entrepreneurship in mature fields: The big five accounting firms. Academy of Management Journal, 49(1): 27-48.
42. Haveman, H. A. & Rao, H. (1997). Structuring a theory of moral sentiments: Institutional and organizational coevolution in the early thrift industry. American Journal of Sociology, 102:1606-1651.
43. Henisz, W & Zelner, B. (2005). Legitimacy, interest group pressures and change in emergent institutions: The case of foreign investors and host country governments. Academy of Management Review, 30: 361-382.
44. Hirsch, P. M. (1986). From ambushes to golden parachutes: Corporate takeovers as an instance of cultural framing and institutional integration. American Journal of Sociology, 91(4): 800-837.
45. Hogg, M. A. & Terry, D. (2000). Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25:121-140.
46. Houghton, J. D. & Yoho, S. K. (2005). Toward a contingency model of leadership and psychological empowerment: When should self-leadership be encouraged? Journal of Leadership and Organizational Studies, 11(4): 65-83.
47. Howard, A. J. (1994). A social cognitive conception of social structure. Social Psychology Quarterly, 57(3): 210-227.
48. Howard-Grenville, J. A. (2005). The persistence of flexible organizational routines. The role of agency and organizational context. Organizational Science. 16: 618-636.
49. Hunt, S. A., Benford, R. D. & Snow, D. A. (1994). Identity fields: Framing processes and the social construction of movement identities. E. Larana, H. Johnston ve R. Gusfield (Der), New social movements: From ideology to identity, 185-208, Philadelphia: Temple University Press.
50. Jacobsen, C. & House, R. (2001). Dynamics of charismatic leadership: A process theory, simulation model, and tests. Leadership Quarterly, 12:75-112.
51. Klaussner, S. (2012).Trust and Leadership: Toword an interactive perspective. Journal of Change Management, 12(4): 417-439.
52. Kraatz, M. S. & Moore, J. H. (2002). Executive migration and institutional change. Academy of Management Journal, 45(1): 120-143.
53. Leblebici, H., Salancik, G. R., Copay, A. & King, T. (1991). Institutional change and the transformation of interorganizational fields: An organizational history of the U.S. radio broadcasting industry. American Sociology Quarterly, 36(3): 333-363.
54. Lounsbury, M. (2002). Institutional transformation and status mobility: The professionalization of the field of finance. Academy of Management Journal, 45: 255-266.
55. Lowe, K. B., Kroeck, K. G. & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the literature. The Leadership Quarterly,7: 385-425.
56. Maguire, S., Hardy, C. & Lawrence, T. B. (2004). Institutional entrepreneurship in emerging fields: HIV/AIDS treatment advocacy in Canada. Academy of Management Journal, 47(5): 657-679.
57. Mazaheri, N., Al-Dahdah, E., Poundrik, S. & Chodovarapu, S. (2013). Leadership and institutional change in the public provision of transportation infrastructure: An analysis of India's Bihar. Journal of Development Studies, 49(1): 19-35.
58. McCleskey, J. A. (2014). Situational, transformational and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4): 117-130.
59. McPherson, C. M. & Sauder, M. (2013). Logics in action: Managing institutional complexity in a drug court. Administrative Science Quarterly, 58(2): 165-196.
60. Meyer, J. W. & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2): 340–363.
61. Meyer, R. F. & Hammerschmid, G. (2006). Chaging institutional logics and executive identities: A managerial challenge to public administration in Austria. American Behavioral Scientist, 49(7): 1000-1014.
62. Misangyi, V. F., Weaver, G. R. & Elms, H. (2008). Ending corruption: The Interplay among institutional logics, resources, and institutional entrepreneurs. Academy of Management Review, 33(3): 750-770.
63. Murray, F. (2010). The oncomouse that roared: Hybrid exchange strategies as a source of distinction at the boundary of overlapping institutions. American Journal of Sociology, 116: 341-388.
64. Pawar, B. S. & Eastman, K. K. (1997). The nature and implications of contextual influences on transformational leadership: A conceptual examination. Academy of Management Review, 22(1): 80-109.
65. Rao, H., Monin, P. & Durand, R. (2003). Institutional change in Toque Ville: Nouvelle coisine as identity movement in French gastronomy. American Journal of Sociology, 108(4): 795-843.
66. Rao, H. & Giorgi, S. (2006). Code breaking: How entrepreneurs exploit cultural logicss to generate institutional change. Research in Organizational Behavior, 27: 269-304.
67. Rowold, J. & Schlotz, W. 2009. Transformational and transactional leadership and followers' chronic stress. Leadership Review, 9: 35-48.
68. Sargut, A. S. (2015). Lider yöneticinin benliğine yolculuk, İstanbul: BETA.
69. Scott, W. R. (1995). Institutions and organizations. Thousand Oaks, CA: Sage.
70. Scott, W. R., Ruef, M., Mendel, P. & Caronna, C. (2000). Institutional change and healthcare organizations: From professional dominance to managed care. Chicago: University of Chicago Press.
71. Shamir, B., Zakay, E. & Popper, M. (1998). Correlates of charismatic leader behavior in military units: Subordinates' attitudes, unit characteristics, and superiors' appraisals of leader performance. Academy of Management Journal, 41(4): 387-409.
72. Smets, M., Morris, T. & Greenwood, R. (2012). From practice to field: A multilevel model of practice-driven institutional change. Academy of Management Journal, 55(4): 877-904.
73. Stolte, J. F., Fine, G. A. & Cook, K. S. (2001). Sociological miniaturism: Seeing the big through the small in social psychology. Annual Review of Sociology, 27: 387-413.
74. Strauss, A. 1978. Negotiations: varieties, processes, contexts and social order, San Francisco: Jossey-Bass.
75. Stryker, S. & Burke, J. P. (2000). The past, present and future of an identity theory. Social Psychology Quarterly, 63 (4): 284-297.
76. Thornton, P. H. & Ocasio, W. (2008). Institutional logics. R. Greenwood, C. Oliver, R. Suddanby ve K. Sahlin (Der.), Sage handbook of organizational institutionalism: 99-129. London: Sage.
77. Thornton, P. H., Ocasio, W. & Lounsbury, M. (2012). The institutional logics perspective: a new approach to culture, structure and process. Oxford: Oxford University Press.
78. Vera, D. & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29(2): 222-240.
79. Wang, P. & Zhu, W. (2011). Mediating role of creative identity in the influence of transformational leadership on creativity: Is there a multilevel effect? Journal of Leadership & Organizational Studies, 18(1): 25-39.
80. Williams, H. S. (1992). A theory of structure: Duality, agency, and transformation. American Journal of Sociology, 98(1): 1-29.
81. Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26: 66-85.
82. Yukl, G., Gordon, A. & Taber, T. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of Leadership & Organizational Studies, 9: 15-32.
83. Zilber, T. B. (2002). Institutionalization as an interplay between actions, meanings, and actors: The case of a rape crisis center in Israel. Academy of Management Journal, 45(1): 234-254.
84. Zucker, L. G. (1977). The role of institutionalization in cultural persistence. American Sociological Review, 42: 726-743.