Constructing Organization across Institutional Boundaries: The Case of Orthodox University Ivan Pavlyutkin Laboratory for Studies in Economic Sociology Higher School of Economics, Moscow,

Higher School of Economics, Moscow, 2012 Idea of the paper photo 1. The question of “getting action” in worlds that are already too ordered and rule governed” (White 1992; Stark 2009). Institutions constraint actions as they form boundaries that are reproduced over time and legitimize hierarchical orders. How to get across institutional boundaries? Answer: It depends on the form of organization. Heterarchy. Non vertical integration - crosscutting network structures. Competing principles of evaluation 2. How “visible” fresh actions are? How they become recognized as something not marginal but that matters in the public? Example: Interaction between State, Church and Business – Orthodox University

Higher School of Economics, Moscow, 2012 Russian context 1: State and Church photo Public Opinion Foundation (Russian Survey, ) Church - State Relations  Formal rituals (Big Events)  Buildings (Culture)  Public outrages Hierarchies Separate orders Communities Switching orders of worth Secular vs. Atheistic Ethnographic research of university life for 9 months searching for university effects. 24 in-depth interviews with insiders and outsiders. C C S S P P B B Public “Invisible level”

Higher School of Economics, Moscow, 2012 Russian Context 2: State and Non-State photo Non-State vs. Private Marginal status of non-State HEI’s (“Garage universities”)  Cheap education (Av. Price about 1000 $ per year)  Popular programs (Economics, Management, Law, Psychology)  Low average level of Unified State Exam (entrance Exam)  75% of funding from fees (consumers)  But accreditation and license standards are monopolized by State Non-State is not other than State, but is not so good as State. The difference between non-State and Private is not in the ownership, funding or operating under government. The difference is in organizational form that distinguishes private university from forms that appear as reflections of institutionalized structures legitimated by the State.

Higher School of Economics, Moscow, 2012 Dynamics of growth in number of non-State Higher Education Institutions in Russia ( ) photo

Higher School of Economics, Moscow, 2012 Strange case: Orthodox University photo Founded in 1992 as a civic institution for priests and laymen. Current State:  Teaching programs: Theology, history, mathematics, philology, pedagogy  Is Accredited by State officials as a “University” and the right to provide state diploma  “Managed” mostly by priests  Is mostly Funded by Business organizations and Private Funds  No fees from students on major programs (about 1500 students) "Many people still cannot understand what this incomprehensible phenomenon (something between a secular university and seminary) is. Being an orthodox university is not easy - the state has its universities, and the Church has its seminaries.” ( Interview with insider)

Higher School of Economics, Moscow, 2012 University Funding photo Funding Structure Non-State Universities (Russia) Orth. University State Funding10 Local Funding10 Business and organizations680 External Grants13 Fees (Consumers)7510 Own Funds157

Higher School of Economics, Moscow, 2012 University organization photo Center Body  Inside and outside borderlines are not clearly defined.  University is embedded in a large orthodox community (parish) Distributed in terms of physical and social space Dual structure (Rel. Authority Structure and Agency Structure) Closed but not “locked-in” – generates various forms of interaction Periphery - Projects Satellites  Usually Larger than “Center Body”  Realized in different domains (social, education, research, publishing, music, painting, media)  Representatives from State, Church and Business are involved  Multiple systems of evaluation and counting  Provide public recognition for University S S C C B B Satellite photo S S C C B B Satellite U U

Higher School of Economics, Moscow, 2012 Example of project - satellite photo

Higher School of Economics, Moscow, 2012 Example of project - satellite photo Russian Olympiad on basics of Orthodox Culture (2006 – 2012) Started in 2006 as a local project for 3 schools connected with a parish. In 2008 – more than of participants from 624 schools. From 2008 is funded by private foundation (more than 1 mln.$ in 2011) In 2010 was recognized by State as all-Russia Federal Olympiad. In 2011 – more than participants, 6400 schools, 12 - winners. In 2012 – 3 new big competitions started. Organizational dissonance and spreading in different domains:  New structure - Private foundation donated money with a condition of formal structure creation and making reports according to its standards.  New forms of interaction - organization committee consists from foundation and university staff (they are not involved in vertical relations).  New type of experts in schools and media  State couldn’t ignore a big movement on the school level and started to monitor and regularize according to State standards.  School-participants asked for materials that could be relevant for training. They need to be validated by state officials.

Higher School of Economics, Moscow, 2012 Conclusions photo University could be evaluated by various ways and from different domains (orders of worth). Competing principles of evaluation provide with new insights and reflections on organizational form for a new action. Heterarchy becomes an organizational form that provides friction of private actions on the boundaries of formal organizations to produce public effects. “Spreaded University” To become a private university you need to be recognized as private by the public. The more principles of evaluation the more private you are as you become publicly recognized in different domains but not only in a domain of education services.

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