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Organizations may need to manage multiple statuses such as the status of their products and services, status of their brand and the status of their counterparts in inter-organizational relationships. However, it is less clear how organizations cope with these multiple statuses when affiliating with new and, particularly, low- status actors or practices. We explain how organizations uphold their multiple statuses when they need to embrace a low-status practice. The findings highlight the roles of status incongruity and status anxiety in organizational responses to address the possible status leakage. We contribute to the literature on status by developing a process model of status maintenance, and showing how status incongruity and anxiety influence organizational responses to multiple demands in institutionally complex environments. [ABSTRACT FROM AUTHOR]

Organisations routinely participate in inter-organisational relationships such as mergers & acquisitions, conglomerates, networks, business alliances, and industry associations. However, our understanding of how these relationships affect organisational identities remains limited. To address this issue, we study how members construe their organisational identities and those of other key organisations they have relationships with, and how this construal influences the implementation of innovative practices. We examine how members of an academic university press in the UK made sense of both their own organisational identities and those of their parent university, sister organisations and competitors; and how this affected the implementation of the Open Access publishing model. We offer a relational view of organisational identity and develop a process model of organisational identity alignment in inter-organisational relationships. [ABSTRACT FROM AUTHOR]

Over the past decade, various novel practices have increasingly diffused within and across organizations. Some of these practices might be characterized as multi-valued practices (MVP) combining both economic value (e.g., efficiency and higher performance) and ethical value (e.g., transparency and sustainability). Although previous research has generated rich insights into the diffusion of new practices, less research has examined the adoption of MVP, especially how practice sponsors introduce and justify the value of MVP at the organizational level. To address this issue, we draw on the "Economies of Worth" framework and conduct comparative case studies on the development of Open Access self-archiving at two major universities in the UK. We contribute by illustrating how MVP are justified by practice sponsors by using both rhetoric and material arrangements at the organizational level and how organizational features and the context influence the perceived value and adoption of these practices. [ABSTRACT FROM AUTHOR]