What drives organizational missions in the nonprofit sector? An institutional logic dependence perspective Get access Arrow

dc.contributor.authorHwang, Hyunseok
dc.contributor.authorLee, Young-joo
dc.contributor.departmentLilly Family School of Philanthropy
dc.date.accessioned2025-05-02T20:01:12Z
dc.date.available2025-05-02T20:01:12Z
dc.date.issued2023-02
dc.description.abstractThis study examines how institutional multiplicity shapes nonprofit organizations’ mission-oriented actions by using the institutional logics perspective. We test how different institutional logics (professional, market, state, and community logics) independently and collectively affect mission-oriented actions of nonprofit organizations, focusing on the two focal subsectors: human service organizations and art and culture organizations. Using a panel dataset of 501(c)(3) nonprofit organizations between 2000 and 2010, we find that multiple institutional logics jointly as well as independently affect nonprofits’ mission-oriented actions and this relationship varies between the two subsectors. The findings offer empirical evidence of how multiple logics co-exist and how the dynamics among multiple logics may shape nonprofits’ actions across different subsectors.
dc.eprint.versionAuthor's manuscript
dc.identifier.citationHwang, H., & Lee, Y. (2023). What drives organizational missions in the nonprofit sector? An institutional logic dependence perspective. Journal of Professions and Organization, 10(1), 1–20. https://doi.org/10.1093/jpo/joad002
dc.identifier.urihttps://hdl.handle.net/1805/47677
dc.language.isoen
dc.publisherOxford
dc.relation.isversionof10.1093/jpo/joad002
dc.relation.journalJournal of Professions and Organization
dc.rightsPublisher Policy
dc.sourceAuthor
dc.subjectinstitutional logics
dc.subjectinstitutional multiplicity
dc.subjectprofessionalization
dc.titleWhat drives organizational missions in the nonprofit sector? An institutional logic dependence perspective Get access Arrow
dc.typeArticle
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