ORCID
K. Dvorski: https://orcid.org/0009-0003-7018-049X
D. Hruška: https://orcid.org/0000-0002-5434-6758
Keywords
Corporate governance, Institutional logics, Identity-based logics, Activity-based logics, Legitimacy
Abstract
This study explores how institutional logics are enacted and recalibrated within corporate governance amid legitimacy challenges and organisational change. Set in Slovenia’s posttransition banking sector, it combines a symbolic–material ontology of institutions with a dual distinction between identity-based logics, grounded in values and organisational purpose, and activity-based logics, rooted in operational practice and performance. Drawing on elite–expert interviews and governance artefacts, the analysis traces how these logics interact across three phases of governance transformation—state stewardship, privatisation, and postprivatisation resilience. The findings show that governance is not merely a technical control system but a meaning-laden crucible where legitimacy is continually constructed and reinterpreted through leadership, decision routines, and institutional objects such as rules, metrics, and narratives. The study contributes to institutional logics research by demonstrating how identity and activity logics blend and evolve in practice and offers practical insights for governance actors seeking to sustain legitimacy and resilience in institutionally complex, historically layered environments.
Recommended Citation
Dvorski, K., & Hruška, D. (2026). The Governance Crucible: Institutional Logics and the Transformation of Corporate Governance in Slovenia. Economic and Business Review, 28(1), 16-34. https://doi.org/10.15458/2335-4216.1366
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.
