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Dr Danielle Logue


Dr. Danielle Logue joined the UTS Business School after completing a Doctorate of Philosophy (PhD) and Master of Science (MSc) at Said Business School, University of Oxford, graduating with distinction.During her doctoral studies, Danielle was a visiting scholar at Stanford University and also the recipient of numerous scholarships, awards and honours at the University of Oxford, including a Clarendon Scholarship, Green Templeton College Doctoral Scholarship, Oxford Leadership Prize and a University of Oxford Vice Chancellor’s Award.

Prior to Oxford, Dr. Logue’s professional experiences centred on development, international aid, government policy, industry development, innovation and entrepreneurship. She was involved in designing government assistance programs for young entrepreneurs to researching education reforms in Chile, Timor Lesté and Indonesia to delivering R&D tax concessions to biotech firms in Sydney, Australia. She has worked as a consultant for the World Bank and as a R&D Manager for the Department of Industry, Tourism and Resources in Australia. Danielle was also a Business Development Manager at IDP Education Australia, again working on World Bank, AusAID and Asian Development Bank projects. It is these professional experiences, in diffusing policies, projects and programs across governments, international agencies and businesses, across industries and across countries, that initially fostered Dr.Logue’s research interests in the diffusion of innovations.

A recipient of a National Leadership Scholarship, Dr. Logue completed a Bachelor of Commerce (Management) attaining First Class Honours and a Graduate Diploma in French at the University of Western Sydney (with part of her graduate diploma undertaken at the Université de la Rochelle in France).

Dr Logue is currently a Visiting Scholar at the Skoll Centre for Social Entrepreneurship, University of Oxford:  http://skoll.org/contributor/danielle-logue/ 

Image of Danielle Logue
Senior Lecturer, Management Discipline Group
Core Member, CMOS - Centre for Management and Organisational Studies
Doctor of Philosophy
+61 2 9514 3659

Research Interests

Dr. Logue’s research broadly explores the diffusion of innovations, such as business models, management innovations, and organizational practices. Through her academic training, she has built a theoretical base in organisation and institutional theory, to examine how organisational ideas and innovations spread in international settings and the implications for organisational performance, management and social impact. This is an important area of study, as the diffusion of innovations is fundamentally about understanding processes of social change. How innovations are adopted and abandoned, locally and globally, over time and place, helps to understand how the world has changed and is changing, and the structures and processes involved. Dr. Logue is currently investigating the emergence and diffusion of social capital markets worldwide, specifically in Australia, Canada and the UK.

Can supervise: Yes

Innovation and entrepreneurship, strategy, organisation and management.


Hinings, C.R., Logue, D.M. & Zietsma, C. 2017, 'Fields, Institutional Infrastructure and Governance' in Greenwood, R., Meyer, R., Lawrence, T. & Oliver, C. (eds), The Sage Handbook of Organizational Institutionalism, Sage, UK.
Edwards, M., Logue, D.M. & Schweitzer, J. 2015, 'Towards an understanding of open innovation in services: Beyond the firm and towards relational co-creation' in Agarwal, R., Selen, W., Roos, G. & Green, R. (eds), The Handbook of Service Innovation, Springer, London, pp. 75-90.
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Green, R., Agarwal, R. & Logue, D.M. 2015, 'Innovation' in International Encyclopaedia of the Social & Behavioural Sciences, Elsevier, Oxford, pp. 145-151.
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Innovation, and the understanding of processes of innovation, is fundamentally about social, scientific, and economic change. Innovation is seen as underpinning the productivity and success of firms, communities, and nations. Innovation, as a concept, is increasingly considered as a nonlinear multidimensional phenomenon, which involves a complex relational ecosystem with concurrent processes of value cocreation through collaboration. Innovation can be understood on several broad dimensions – product or process; technological or nontechnological; radical or incremental; and open or closed. The article will explore these dimensions, the historical background to innovation, and current issues and challenges with reference to developments in the social, scientific, engineering, and behavioral sciences, including the cross-disciplinary linkages, which illuminate the nature and significance of innovation for the twenty-first century.
Logue, D.M. 2014, 'Adoption and Abandonment: Global diffusion and local variation in university top management teams.' in Drori, G.S., Hollerer, M.A. & Walgenbach, P. (eds), Global Themes and Local Variations in Organization and Management: Perspectives on Globalization, Routledge, USA, pp. 175-188.
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Global Themes and Local Variations in Organization and Management: Perspectives on Glocalization offers a broad exposition of the relations between the global and the local with regard to organizational and managerial ideas, practices, and forms. This edited volume forges ahead to capture the complexity of modern management and organization that results from the processes of glocalization. Universality is among the core underlying principles of the management of organizations, as well as of organization and management science itself. Yet, reality reveals enormous variation across social and cultural contexts. For instance, multinational corporations must adjust their management practices to adhere to national regulation and local standards; manufacturers and service providers routinely tailor their products to suit the local preferences of consumers; and non-profit organizations amend their advocacy agenda to appeal to local sentiments. The work assembled here goes beyond merely describing such patterns of variation and adaptation in organization and management; research and commentary engage directly with the tensions between homogeneity and heterogeneity, convergence and divergence, global and local. With contributions from leading scholars in the field of comparative organization studies, this collection offers a substantive contribution to the investigation of organization and management, as well as providing a valuable resource for students of organization studies, international business, and sociology.
Green, R., Agarwal, R. & Logue, D. 2013, 'Innovation' in Bryant, P. & Mathews, J. (eds), The International Encyclopaedia of the Social and Behavioural Sciences, Elsevier.


Sewell, G., Phillips, N., Clegg, S. & Mol, J. 2016, 'How Institutions Really Think: Mary Douglas and Meaningful Organizations', Academy of Management, USA.
Logue, D.M., Clegg, S. & Höllerer, M. 2015, 'Social Impact Bonds as translational devices: conjoining public, private, and non-profit sectors. European Group for Organization Studies (EGOS), Athens, 2015.', European Group for Organization Studies, Athens.
Logue, D.M. 2015, 'The complexity of market emergence: An institutional analysis of impact investing', http://www.sozmog.uni-jena.de/sozjpmedia/Vortr%C3%A4ge/NIT2015+info+and+..., Neo-Institutional Workshop, Vienna University of Economics and Business.
Logue, D.M. & Hinings, C.R. 2014, 'Institutional complexity: A critique and reformulation. European Group for Organization Studies (EGOS), Rotterdam, The Netherlands (2014)', European Group for Organization Studies, Rotterdam, The Netherlands.
Logue, D.M., Nikolova, N. & Patrick, H. 2014, 'Politics of Field Emergence: The Creative Industries in Australia. European Group for Organization Studies (EGOS), Rotterdam, The Netherlands', European Group for Organization Studies, Rotterdam, The Netherlands.
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Logue, D.M. 2014, 'The 'Stuff' of Markets: An Institutional Analysis of Impact Investing. Academy of Management (AoM) Meeting, August 2014, Philadelphia, USA', Academy of Management (AoM) Meeting, August 2014, Philadelphia, USA, Philadelphia.
Logue, D.M., Clegg, S. & Munir, K. 2013, 'Troubled Times, Big Issues, Institutional Crises: Insights from Organization Theory. European Group for Organization Studies (EGOS), 2013, Montreal, Canada.', European Group for Organization Studies, Montreal, Canada.
Logue, D.M. 2012, 'Creating social finance markets: The translation of naturalising analogies. European Group for Organization Studies (EGOS), (2012), Helsinki, Finland.', European Group for Organization Studies, Helsinki, Finland.
Logue, D.M. 2011, 'Going deeper: remembering naturalising analogies. European Group for Organisation Studies (EGOS), 2011, Gothenborg, Sweden.', European Group for Organisation Studies (EGOS) Gothenborg, Sweden.
Logue, D.M. 2011, 'Theorisation and the Global Diffusion of Management Innovations. Academy of Management (AOM), 2011, San Antonio, USA.', Academy of Management (AOM), San Antonio, USA.
Logue, D.M. 2011, 'The Rationalisation and Formalisation of University Management. European Group for Organisation Studies (EGOS), 2011, Gothenborg, Sweden.', European Group for Organisation Studies (EGOS), Gothenborg, Sweden.
Presentation with Albrecht Bluemel.
Logue, D.M. 2010, 'Mechanisms of diffusion in university top management teams.', European Group for Organisation Studies (EGOS), Lisbon, Portugal.
Co-authored with Dr Craig Rawlings, Stanford University.

Journal articles

Zietsma, C., Groenwegen, P., Logue, D.M. & Hinings, C.R. 2017, 'FIELD OR FIELDS? BUILDING THE SCAFFOLDING FOR CUMULATION OF RESEARCH ON INSTITUTIONAL FIELDS', The Academy of Management Annals, vol. 2017.
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The concept of an institutional field is one of the cornerstones of institutional theory, and yet the concept has been stretched both theoretically and empirically, making consolidation of findings across multiple studies more difficult. In this article, we review the literature and analyze empirical studies of institutional fields to build scaffolding for the cumulation of research on institutional fields. We classify two types of fields: exchange and issue fields, and describe the populations that inhabit them. Subsequently, we develop a typology of field conditions based on two dimensions: the extent of elaboration of institutional infrastructure and the extent to which there is an agreed upon prioritization of logics. We discuss the implications of field types and conditions for isomorphism, agency, and field change, identifying six pathways of field change and the factors affecting them. We outline a research agenda based on our analysis highlighting the need for consolidation of field studies and identify several outstanding issues that are in need of further research.
Logue, D.M., Clegg, S.R. & Gray, J. 2016, 'Social Organization, Classificatory Analogies and Institutional Logics: Institutional Theory Revisits Mary Douglas', Human Relations.
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As a social theory of organization, it is unsurprising that institutional theory draws upon the profound and ambitious work of the late anthropologist Mary Douglas. One of the foundational concepts of organizational institutionalism, institutional logics, directly draws upon her work. Yet, in recent times, this foundational role has faded from view as institutional theory itself becomes increasingly institutionalized as a vibrant branch of organization studies. This is unfortunate for there is much continuity in current work with that of Douglas, it now being 50 years and 30 years, respectively, since the publication of two of her formative works. The deep analogies that underpin classificatory systems and the processes by which they are sustained remain significant areas under continued investigation by institutional theorists. Thus, in this paper we revisit Douglas' core arguments and their connections to institutional theorizing. We specifically explore her contribution of 'naturalizing analogies' as a way of accounting for the unfolding of change across levels of analysis, extending, modifying and enriching explanations of how institutional change is reified, naturalized and made meaningful. We do this by providing empirical descriptions of meta-organizing analogies and field-level applications. We explain how Douglas' major theoretical works are of considerable relevance for current institutional theorizing. This aids particularly in informing accounts of institutional logics and the movement between individual cognition and collective signification.
Logue, D.M., Jarvis, W.P., Clegg, S. & Hermens, A. 2015, 'Translating models of organization: Can the Mittelstand move from Bavaria to Geelong?', Journal of Management & Organization, vol. 21, no. 01, pp. 17-36.
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Logue, D.M. & Clegg, S. 2015, 'Wikileaks and The News of the World: The Political Circuitry of Labeling', Journal of Management Inquiry, vol. 24, no. 4, pp. 394-404.
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Labels are important when organizations seek membership in an existing category, as are the agreed upon labeling practices of audiences that are already members of that category. The origins of labeling theory emerge from sociological examinations of deviant behavior and of deviant individuals. We return to this earlier emphasis and extend the analysis to organizations to demonstrate the contribution of a more politicized conception of labeling and categorizing for organization studies' literature. In drawing upon two empirical illustrations, that of Wikileaks and News Corp's The News of the World, we apply a 'circuits of power framework to analyze the politics of labeling. We suggest that a more politicized conception than offered in current literature highlights the moral reasoning, disciplining, and symbolic violence that may be invoked by labels and labeling practices and also the circuits of power by which they may be maintained and disrupted.
Logue, D.M. 2014, 'Global Projects: Institutional and Political Challenges', Organization Studies, vol. 35, no. 7, pp. 1090-1094.
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Logue, D. & Edwards, M. 2013, 'Across the Digital Divide', Stanford Social Innovation Review.
Logue, D.M. 2010, 'Top Management Teams: Asking institutional question about who is 'in', when and why?', European Management Review, vol. 7, no. 1, pp. 71-72.
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This article examines what governance innovations in top management team (TMT) composition diffuse more readily and globally than others, and what factors account for this varying global-local interplay. Governance innovations that are theorised (Strang and Meyer, 1993) in the corporate arena and supported by global activity such as industry associations, training and accreditation processes, flow earlier, faster and more broadly than those that are more loosely theorised and thus subject to more local variation (for example, finance positions compared to external facing positions). This varying global-local interplay results in hybrid TMTs, rather than the absolute displacement of traditional TMT compositional structures.
Logue, D.M. 2009, 'Moving policy forward: brain drain as a wicked problem', Globalisation, Societies and Education, vol. 7, no. 1, pp. 41-50.
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The mobility of scientists and the concerns surrounding `brain drain' are not new. Even in the Ptolemic dynasty, the first king set out to attract and influence the movements of scholars to shift the centre of learning from Athens to Alexandria. Yet after all this time, there is still much policy discourse and debate focused on attempting to define, redefine and solve this ancient problem. I argue that the continuing circularity of the debate supports the proposition that the policy issue of brain drain would value from being reconceptualised as a `wicked problem, in order to move policy forward. Drawing upon a historical documentary analysis of the issue from 1990 to 2007 and interviews with current policy-makers, I propose that reconceptualising this issue will enable actors to collectively and explicitly recognise the fundamental and conflicting perspectives inherent in this social problem that cannot be resolved. This reconceptualisation provides a platform from which policy-makers can pursue a range of policy responses, attentive to the different perspectives on this issue, rather than spend more time and resources in futilely attempting to achieve a single definitive position and policy response.


Logue, D.M. UTS 2014, Beyond the Hype: Insights into Entrepreneurial Life in Australia, pp. 1-10, Australia.
Much of the hype around entrepreneurship today focuses on `hero entrepreneurs' the stereotypical image of Virgin founder Richard Branson and his extroverted, risk-taking personality. Yet this picture doesnt accurately reflect day-to-day life as an entrepreneur. It doesnt tell us about the way ideas are born or the networks, systems and skills not to mention plain luck on the road to success. The aim of this project was to provide insights into the entrepreneurial ecosystem by unmasking the day-to-day realities of being an entrepreneur in Australia today1. The research busts the myth that entrepreneurs succeed because of inherent personality traits because they are born that way. This research focuses instead on the impact of `incubators, the genesis of entrepreneurial ideas, the common patterns of learning and skill development, and the variety of pathways that can lead someone to being dubbed an entrepreneur. Encouraging innovation and entrepreneurship will be vital to the next wave of economic growth, now that the commodity prices boom is over2. We need a deeper understanding of the role of entrepreneurs in technological change and innovation, but as importantly, the realities of entrepreneurial life in Australia.
Logue, D.M. & Zappala, G. UTS 2014, The Emergence of the 'Social Economy': The Australian Not-for-Profit Sector in Transition, pp. 1-25, Aydney, Australia.
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The Not-for-Profit (NFP) sector in Australia, and globally, is in transition. As the recognition grows that government and philanthropic funds are insufficient to address the problems facing societies globally, new organizational forms, partnerships, financial products and `impact investors are emerging and attempting to tackle existing problems in innovative ways. The space where this activity is occurring is increasingly labelled as the `social economy. In this space, the traditional NFP form is now just one organizational model in a spectrum of organizational forms and collaborations.
Logue, D.M. & Green, R. Committee for Economic Development of Australia 2013, Innovation Australia: How we measure up, Australia Adjusting: Optimising national prosperity, pp. 92-106.