ABSTRACT Drawing from critical realism, institutional logics, and sensemaking, we examine how changing field level logics are encoded and enacted in organizational practice. In this paper, we make evident the problems inherent in attempting to characterize logics solely based on their observable macro-level structures and highlight in particular the challenges associated with appropriately distinguishing between final logic instantiations and the fluid processes underpinning their formulation. Consequently, we offer a meso-level explanation of how or why logics can be combined in practice. In the present case, the two prevailing logics coexisted because their respective actors encoded them in different ways and because distinctions between peripheral and central logic expectations were borne out of the process through which they were interpreted. Finally, we offer a contextualized interpretation of these enactment processes under consideration of the idiosyncratic features found in public service organizations. MAD statement This article sets out to Make a Difference (MAD) for change agents tasked with implementing complex organizational transformation initiatives. Documenting how the practical implementation of novel expectations depends on employees’ personal backgrounds and histories, we challenge the applicability of one-size-fits-all approaches. We highlight instead the need to attend to the differences in change perception and interpretation that are bound to arise when diverse groups of people work in separate branches or locations of the same organization and do not share sensemaking models or meaning giving frameworks.

中文翻译：

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在实践中实践逻辑：批判现实主义者的观点

摘要我们从批判的现实主义，制度逻辑和判断力中汲取了经验，我们研究了如何在组织实践中对不断变化的领域逻辑进行编码和制定。在本文中，我们证明了仅根据可观察的宏观结构来表征逻辑时固有的问题，并特别强调了与适当区分最终逻辑实例化和构成其逻辑基础的流畅过程有关的挑战。因此，我们对如何或为什么在实践中组合逻辑提供了中观的解释。在当前情况下，这两种主要的逻辑共存是因为它们各自的行为者以不同的方式对它们进行编码，并且因为在解释它们的过程中无法确定外围逻辑期望和中央逻辑期望之间的区别。最后，考虑到公共服务组织中的特殊功能，我们对这些制定过程进行了语境化的解释。MAD声明本文着手为负责实施复杂的组织变革计划的变革推动者发挥作用（MAD）。记录新颖期望的实际实施方式如何取决于员工的个人背景和历史，我们对“一刀切”的方法的适用性提出了挑战。相反，我们强调需要注意变化感知和解释上的差异，当不同的人群在同一组织的不同分支或地点工作并且不共享有意义的模型或含义赋予框架时，必然会出现变化。考虑到公共服务组织中的特殊功能，我们提供了对这些制定过程的情境解释。MAD声明本文着手为负责实施复杂的组织变革计划的变革推动者发挥作用（MAD）。在记录新颖期望的实际实施如何取决于员工的个人背景和历史的过程中，我们挑战了“一刀切”的方法的适用性。相反，我们强调需要注意变化感知和解释上的差异，当不同的人群在同一组织的不同分支或地点工作并且不共享有意义的模型或含义赋予框架时，必然会出现差异。考虑到公共服务组织中的特殊功能，我们提供了对这些制定过程的情境解释。MAD声明本文着手为负责实施复杂的组织变革计划的变革推动者发挥作用（MAD）。记录新颖期望的实际实施方式如何取决于员工的个人背景和历史，我们对“一刀切”的方法的适用性提出了挑战。相反，我们强调需要注意变化感知和解释上的差异，当不同的人群在同一组织的不同分支或地点工作并且不共享有意义的模型或含义赋予框架时，必然会出现变化。