ABSTRACT This paper examines how senior managers in a developing economy, Ethiopia, navigate between, and draw upon, the competing logics of ‘state’ and ‘market’ when seeking to explain their firm’s business strategies. This fault-line is especially critical in such contexts. The empirical work is based on qualitative analysis of interviews with 22 senior managers in matched-paired case studies drawn from a state-owned bank and a private-sector bank respectively, supplemented with secondary sources. The study reveals how top teams develop shared dominant logics which are patterned in a manner which reveals that the degree of ‘state-dependency’ was the critical variable and that the notion of the ‘market’ was a subsidiary variable. By extending management dominant logic literature into the literature on institutional logics, the study reveals the complementarity of these logics and their consequences for the strategic orientations of firms.

中文翻译：

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在发展中经济体中探索竞争的制度逻辑

摘要本文探讨了埃塞俄比亚发展中经济体的高级管理人员在试图解释其公司的业务战略时如何在“国家”和“市场”的竞争逻辑之间进行导航并加以借鉴。在这种情况下，此故障线尤其重要。实证工作基于对配对银行案例研究中22位高级管理人员的访谈的定性分析，配对案例研究分别来自国有银行和私人银行，并辅以二手资料。这项研究揭示了高层团队如何发展共享的主导逻辑，这些逻辑的模式化表明“状态依赖”的程度是关键变量，而“市场”的概念是辅助变量。通过将管理主导逻辑文献扩展到有关制度逻辑的文献，