Coping with Multiple Institutional Logics: Temporal Process of Institutional Work during the Emergence of the One Foundation in China
通过分析中国首家民间独立慈善基金会壹基金的创建与合法化过程，研究了组织如何应对国家、公民社会、社会使命和市场等相互冲突的制度逻辑，并提出了一个时间过程模型。
ABSTRACT An increasing body of research has applied an institutional perspective to understand actors’ responses to conflicting institutional logics and the creation process of new organizational forms. Although China provides a natural, real-time laboratory to study this topic, scant empirical research has been done. Moreover, we find it is insufficient to apply current frameworks, which have been mainly driven by studies conducted in Western contexts, to study actors’ responses to institutional multiplicity in China, especially in its emerging non-profit sector. This article fills research gaps by providing an in-depth case analysis of the creation and legitimation process of the One Foundation – the first independent charity foundation established by civic individuals in China. Our study shows that the coexisting and competing relationship among state, civil society, social mission, and market logics provides impetus for organizational change and innovation. This article theorizes a temporal model by showing that actors seek provisional solutions in different organizational stages and gradually develop capabilities to progress institutional work from individual to organizational and to societal level to achieve their goals. By showing how a charity foundation plays a role as a change agent, this article also sheds light on the condition and process that drive innovation in China's non-profit sector.