Abstract

Many organizations must manage institutional complexity – the presence of competing “logics,” or patterned sets of beliefs, rules, and actions. Some of this management occurs within organizations, such as when managers recruit workers who align with a preferred logic. Often, however, institutional management occurs at the boundaries between organizations that work together despite adhering to competing logics. Boundary-spanners – actors belonging to one organization but interfacing with others – must know how to speak the language of their organizational partners in order to secure resources and accomplish their host organization’s goals. Existing literature on boundary-spanners’ institutional management strategies focuses on organizational elites like executives, top managers, and technical experts. As organizations, particularly social service organizations, become increasingly decentralized, however, boundary-spanning occurs at lower-levels of organizational hierarchies. Drawing on 30 months of participant observation and 20 in-depth interviews in a rape crisis center, I show how low-level organization members like volunteers, who frequently interact with organizational partners including law enforcement and medical professionals, learn to navigate institutional complexity. This advances neoinstitutional theory by showing how in decentralized, diffuse organizations, both organizational elites and members at low-levels of the organizational hierarchy must competently manage their institutional environments.