Publication Type: Conference Paper/Unpublished Manuscript
Abstract: In recent years, there has been increasing interest in how institutional logics affect organizational fields. Explanations for how new logics take hold have emphasized the role of institutional entrepreneurs who do the cultural work of creating new frames that make sense of a field in crisis. Academic science, however, saw the rise of a market-oriented logic without evidence of an intentional entrepreneurial project. This paper argues that the shift in logic in academic science emerged in response to policy decisions that resulted from the rise of a new frame in the political arena. During the mid-1970s, a national economic crisis led to the rise of an “innovation-economy” frame in the U.S. policy sector, which argued that science, technology, and innovation were critical components to economic growth. This frame played a role in a variety of policy decisions, most of which were not focused specifically on academic science. These policies accelerated the growth of nascent market-oriented practices within the university and helped them to become institutionalized in various parts of academic science. This indirect path to a change in logic suggests that in fields heavily dependent upon the state, new frames may be introduced (intentionally or unintentionally) through policy decisions, rather than through active institutional entrepreneurship.

Publication Type: Conference Paper/Unpublished Manuscript
Abstract: Jeremy Bentham is known because for his application of the principle of utility to ethics and politics, as seen in his Introduction to the Principles of Morals and Legislation or his Constitutional Code. By placing « mankind under the governance of two sovereign masters, pain and pleasure », he subjects his theory/system to the direct experience of these two sensations. He builds from this principle his utilitarian ethics of which we will bring out the main characteristics.
We must however consider precisely his legal philosophy: while asserting that every law has in view the greatest happiness of the greatest number, it elaborates a new logic, specially in Of Laws in General. In the first chapter of this book, Bentham defines a law as « an assemblage of signs declarative of a volition of the sovereign ». Therefore, this new logic, which goes beyond the Aristotelian logic according to Bentham, is the logic of the will. It tries to think the links between command/prohibition and permission and is a precursor of deontic logic. The Logic of the will is a tool in the hands of the legislator for the elaboration of clear and intelligible laws to which the governed can refer to adapt their conduct.
The focus of this speech centres on the relationship between ethical and logical issues; i.e. to understand whether to conform to what the logical prescriptions allow is all that is needed to act morally and vice versa if to act morally is to answer the logical prescriptions that can be formed by laws. Bentham’s answer can be found in his theory of punishment and more generally in his concept of motivation and expectation.
“Does experience give a content to the logical prescriptions or do logical prescriptions guide experience?”, would Bentham ask. Furthermore, the issue at stake is the status of deontic logic itself in process of practical reasoning and in practical decision-making.

Publication Type: Conference Paper/Unpublished Manuscript
Abstract: Development work tends to operate in project cycles that utilize logical frameworks for analysis. Peacebuilding programs have struggled to develop logical frameworks that adequately capture the changes they are seeking. Peacebuilders have also often been opposed to the use of linear frameworks for monitoring and evaluating the impact of peacebuilding. This paper highlights lessons that have emerged from Catholic Relief Service?s work in bringing these two different approaches to planning, analysis and evaluation together.

Publication Type: Conference Paper/Unpublished Manuscript
Abstract: The current paradigm asserts that logics of informal institutions are embedded in organizational forms to create a one to one relationship between organizational forms and logics. In contrast, I assert that there are many advantages to view the logic embedded in an organizational form as consisting of multiple interacting societal-level logics. A methodology for identifying a society’s logics and relating them to organizational forms is developed and used to establish the relationships between China’s logics and organizational forms. A correspondence analysis model is used to map the forms and logics and assert that there are four basic institutional environments that shape strategic action in distinctively different ways.

Publication Type: Proceeding