On religion as an institution in international business: Executives’ lived experience in four African countries |
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| Institution: | 1. King''s College London, United Kingdom and Copenhagen Business School;2. Arison School of Business, Reichman University, Israel and Alliance Manchestr Business School, The University of Manchester, United Kingdom;3. Department of Strategy & Policy, National University of Singapore, 1 Business Link 117592, Republic of Singapore;1. College of Administrative Sciences and Economics, Koç University, Istanbul, Turkey;2. Department of Psychology, Ozyegin University, Istanbul, Turkey;3. Department of Psychology, Hacettepe University, Ankara, Turkey;1. NEOMA Business School, France;2. NEOMA Business School, France;3. University of Messina, Department of Economics, Messina, Italy;1. University of Southern Denmark, Odense, Denmark and Shanghai University, School of Economics, Belt and Road Institute of International Business, Shanghai China;2. International Business Department, CBS International Business School, Rheinstrasse 4L, 55116 Mainz, Germany and Solvay Brussels School of Economics and Management, Université libre de Bruxelles, Brussels, Belgium;3. Department of Marketing, Linnaeus University, 391 82 Kalmar, Sweden;1. Erasmus University Rotterdam, Rotterdam School of Management, Burgemeester Oudlaan 50, 3062 PA Rotterdam, The Netherlands;2. Florida International University, College of Business, 11200 S.W. 8th St, MANGO 429, Miami, FL 33199, USA;3. Villanova University, Villanova School of Business, 800 Lancaster Ave, Villanova, PA 19085, USA;4. University of Melbourne, Melbourne Business School, 200 Leicester Street, Carlton, VIC, 3053, Australia |
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| Abstract: | We use institutional theory to understand how managers in different types of firms make sense of the dysfunction of institutionally weak environments. We interviewed ninety executives working in Botswana, Kenya, Nigeria and Zimbabwe, and found that religion was used as a normative institution when dealing with remediable institutional dysfunction, typically corruption, and as cultural-cognitive institution when dysfunction was perceived as non-remediable (associated with pervasive uncertainty) for those working for domestic firms and so-called nascent multinationals. No executives working for developed country (European) multinationals used religion as a system of meaning-making; executives of emerging market (South-African) multinationals used religion only normatively. |
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