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The paper uses a procedure called data envelopment analysis (DEA) to compare internal against external (outsource) efficiency in the delivery of finance function activities. The approach allows a direct comparison between the in‐house efficiency of UK small, medium and large companies in managing their accounting activities both with UK outsource contractors and also against the rather larger and more numerous contractors observed in Italy. The paper finds that, through comparative advantages, outsourcing presents a more efficient solution for the management of very small firm accounting than internal provision. Furthermore, there is evidence that substantial scale benefits continue to be available to outsource contractors, while inefficiency on internal provision is mainly technical. The paper concludes that outsourcing provision is likely to offer worthwhile savings to small firms, allowing them to shed competitive weaknesses and operate at efficient or best practice levels. At the same time, by converting an internal fixed cost, fixed capacity activity into a flexible, variable cost activity, SMEs have the potential to transform a previously unmanageable activity into an efficient or best practice activity that can grow or contract with the business.

The present paper offers a literature review on the application of institutional theory in the context of small and medium-sized enterprises (SMEs). The study aims to synthesize existing research on how institutional factors, both formal and informal, shape the strategic behaviors of SMEs through the lens of new institutionalism and its three strands – rational-action neoinstitutionalism (RAN), social-constructionist neoinstitutionalism (SCN) and mediated-conflict neoinstitutionalism (MCN). It also identifies critical gaps and proposes avenues for future research.

Employing the B-SLR’s multi-method framework, this study integrates bibliometric analysis and a systematic literature review. The analysis examines 202 articles, categorizing them into four key research clusters related to the application of institutional theory to SMEs.

The literature on SMEs and institutional theory is framed around the following clusters: (1) institutional theory and innovation in SMEs, (2) institutional theory and the environmental sustainability of SMEs, (3) institutional theory and the internationalization of SMEs and (4) institutional theory and SME strategies in emerging markets.

This study represents the first literature review applying institutional theory to SMEs, offering a framework for understanding how institutional factors influence SME strategic decisions. The paper also identifies research gaps, proposing directions for future studies within each of the four clusters and contributes to bridging the fragmented research on SMEs and institutional theory.

This paper aims to inform the discussion on why and how non-profit organizations can experience a hybridization process to address the criticism that would assume hybridity as an intrinsic characteristic of all organizations. Specifically, by referring to the academies of intellectuals as the non-profit setting in which investigating the emergence of hybridity takes place, this paper aims at exploring, first, to what extent this emergence could be induced by institutional conditions, and, second, which structural innovations could sustain the academies’ “motion” towards hybridity.

This paper relies on the institutional logics perspective and adopts the case study method applied to a historical context. The case under analysis is the Academy of “the Immobili”, which, in spite of its name, experienced a hybridization process in 1720 because of the decision to involve an impresario in the management of its theatre.

The findings highlight the significant role played by institutional conditions in inducing the emergence of hybridity, even in presence of internal resistance to any “motion” from the non-profit setting. Moreover, the analysis of the innovations associated with this emergence detects the intertwined action of the different decision makers involved in the hybridization process, in spite of their formal separation. These findings strengthen the conceptualization of hybridity within non-profit organizations.

Besides referring to a historical period that is still little explored in terms of hybridity within organizations, the paper focuses on an original context, i.e. academies, representing an ancient typology of cultural organizations. Therefore, the paper also provides the first insights into the hybridization process of cultural organizations from a historical perspective.