Pub Date : 2024-08-24DOI: 10.1177/14761270241279132
Ralph Hamann, Warren Nilsson, Scott Drimie, Rebecca Freeth
In seeking concrete and meaningful practical impact on addressing grand challenges, some management scholars have demonstrated the possibility of researchers convening multistakeholder dialogue. But this has not been explored in much detail, and furthermore scholars have pointed to important constraints and tensions that may discourage such engagement. We thus ask, what are the affordances and tensions associated with researchers convening multi-stakeholder dialogue processes? We address this question by critically reflecting on our roles and experiences as we convened a 15-year dialogue initiative focused on addressing hunger and malnutrition in South Africa. As affordances, we identify researchers’ convening power as especially salient in the context of the evaluative and contested nature of grand challenges, and we highlight researcher-convenors’ staying power as important for bridging periods of resource scarcity between propaedeutic and institutionally generative dialogue processes. We also identify convening tensions based on opposing expectations regarding our role as convenors and regarding our orientation towards social change, yet these tensions may be ameliorated as part of a conceptual and embodied shift from shallow to deep dialogue.
{"title":"EXPRESS: Researchers convening dialogue to address grand challenges: Affordances, tensions, and the shift to deep dialogue","authors":"Ralph Hamann, Warren Nilsson, Scott Drimie, Rebecca Freeth","doi":"10.1177/14761270241279132","DOIUrl":"https://doi.org/10.1177/14761270241279132","url":null,"abstract":"In seeking concrete and meaningful practical impact on addressing grand challenges, some management scholars have demonstrated the possibility of researchers convening multistakeholder dialogue. But this has not been explored in much detail, and furthermore scholars have pointed to important constraints and tensions that may discourage such engagement. We thus ask, what are the affordances and tensions associated with researchers convening multi-stakeholder dialogue processes? We address this question by critically reflecting on our roles and experiences as we convened a 15-year dialogue initiative focused on addressing hunger and malnutrition in South Africa. As affordances, we identify researchers’ convening power as especially salient in the context of the evaluative and contested nature of grand challenges, and we highlight researcher-convenors’ staying power as important for bridging periods of resource scarcity between propaedeutic and institutionally generative dialogue processes. We also identify convening tensions based on opposing expectations regarding our role as convenors and regarding our orientation towards social change, yet these tensions may be ameliorated as part of a conceptual and embodied shift from shallow to deep dialogue.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"8 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142206382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-11DOI: 10.1177/14761270241276590
Michiel de Roo, Christopher Wickert, Frank de Bakker, Tom Elfring
Issue sellers employ a variety of tactics to create internal support for issues they seek to advance within an organization. While the relationship between internal issue “sellers” and “buyers” has been examined in prior work, we address a crucial omission in this body of literature, namely how issue sellers engage with external stakeholders to influence internal issue selling. We study corporate social responsibility (CSR) managers, their organizational counterparts who are expected to implement CSR, and external stakeholders (in our study non-governmental organizations). We find that issue sellers have three issue-selling tactics at their disposal that they employ dynamically and depending on internal buyers’ perception of the issue: First, mobilizing external stakeholders when internal support for the issue is low; second, buffering external expectations when they are incongruent with internal requirements; and third, moderating between external stakeholders and internal buyers when issues are difficult to implement. Our contribution is to explain why issue sellers’ role vis-à-vis internal buyers and external stakeholders can be better understood as that of “issue brokers” when they navigate strategically between external stakeholder expectations and organizational goals. This advances the issue-selling literature, research on brokerage roles and contributes to individual-level research on CSR.
{"title":"EXPRESS: From Seller to Broker: When and How Issue Sellers Engage with External Stakeholders to Sell Issues Inside Organizations","authors":"Michiel de Roo, Christopher Wickert, Frank de Bakker, Tom Elfring","doi":"10.1177/14761270241276590","DOIUrl":"https://doi.org/10.1177/14761270241276590","url":null,"abstract":"Issue sellers employ a variety of tactics to create internal support for issues they seek to advance within an organization. While the relationship between internal issue “sellers” and “buyers” has been examined in prior work, we address a crucial omission in this body of literature, namely how issue sellers engage with external stakeholders to influence internal issue selling. We study corporate social responsibility (CSR) managers, their organizational counterparts who are expected to implement CSR, and external stakeholders (in our study non-governmental organizations). We find that issue sellers have three issue-selling tactics at their disposal that they employ dynamically and depending on internal buyers’ perception of the issue: First, mobilizing external stakeholders when internal support for the issue is low; second, buffering external expectations when they are incongruent with internal requirements; and third, moderating between external stakeholders and internal buyers when issues are difficult to implement. Our contribution is to explain why issue sellers’ role vis-à-vis internal buyers and external stakeholders can be better understood as that of “issue brokers” when they navigate strategically between external stakeholder expectations and organizational goals. This advances the issue-selling literature, research on brokerage roles and contributes to individual-level research on CSR.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"36 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-08-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141969347","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-05DOI: 10.1177/14761270241271021
Balazs Szatmari, Dirk Deichmann, Jan van den Ende
Strategic management research generally assumes that high-status teams outperform their low-status counterparts. Indeed, status can cause decision makers to favor high-status teams, providing them with better access to resources. However, we theorize that in organizations which demonstrated high previous performance, status has a much weaker influence on decision makers. This is because in these organizations, there is no expected resource scarcity that would push decision makers to favor high-status teams. We therefore hypothesize that the difference between low- and high-status teams in terms of performance is smaller in organizations that exhibited high performance in the recent past. By analyzing a unique dataset from the video game industry, we find support for our theory. Our results confirm that the relationship between team status and performance is much stronger in organizations with low previous performance. Our study provides fresh insights about the organizational contingencies of the Matthew effect.
{"title":"EXPRESS: The increasing value of status in low-performing organizations: Evidence from the video game industry","authors":"Balazs Szatmari, Dirk Deichmann, Jan van den Ende","doi":"10.1177/14761270241271021","DOIUrl":"https://doi.org/10.1177/14761270241271021","url":null,"abstract":"Strategic management research generally assumes that high-status teams outperform their low-status counterparts. Indeed, status can cause decision makers to favor high-status teams, providing them with better access to resources. However, we theorize that in organizations which demonstrated high previous performance, status has a much weaker influence on decision makers. This is because in these organizations, there is no expected resource scarcity that would push decision makers to favor high-status teams. We therefore hypothesize that the difference between low- and high-status teams in terms of performance is smaller in organizations that exhibited high performance in the recent past. By analyzing a unique dataset from the video game industry, we find support for our theory. Our results confirm that the relationship between team status and performance is much stronger in organizations with low previous performance. Our study provides fresh insights about the organizational contingencies of the Matthew effect.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"24 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141944425","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-30DOI: 10.1177/14761270241270913
Danielle Zandee, David Coghlan
The growing interest in impact-driven research invites organization and strategy scholars to not merely study, but actively help address grand challenges. This essay explores how action research might offer a robust methodology to impact and study grand challenges by developing theory through action. Action research is introduced, and its contributions, strengths and limitations are discussed in view of the current conversation about impact-driven scholarly work. Some practical guidance is given to bring action research within reach as a viable approach. The essay concludes with an exploration of how a fuller embrace of action research might help transform academic practice in the interest of urgent planetary change.
{"title":"EXPRESS: Action Research for Impact in Addressing the Grand Challenges","authors":"Danielle Zandee, David Coghlan","doi":"10.1177/14761270241270913","DOIUrl":"https://doi.org/10.1177/14761270241270913","url":null,"abstract":"The growing interest in impact-driven research invites organization and strategy scholars to not merely study, but actively help address grand challenges. This essay explores how action research might offer a robust methodology to impact and study grand challenges by developing theory through action. Action research is introduced, and its contributions, strengths and limitations are discussed in view of the current conversation about impact-driven scholarly work. Some practical guidance is given to bring action research within reach as a viable approach. The essay concludes with an exploration of how a fuller embrace of action research might help transform academic practice in the interest of urgent planetary change.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141863238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-30DOI: 10.1177/14761270241270971
Vilma Chila, Shivaram Devarakonda, Xavier Martin
Spin-outs (new ventures founded by ex-employees) have received attention partly due to the potential negative implications they present to the incumbents from which they originate (i.e., parents). Spin-outs can threaten parents not only by the increased future competition but also by the immediate disruptions to their knowledge bases. These negative implications rest on the notion that parents are mere bystanders. We depart from this bystander notion by considering parents’ adaptations to disruptions caused by spin-outs. Specifically, we investigate both the effects of spin-outs on parents’ innovation and the factors that motivate and enable parents to cope with the knowledge gaps arising from spin-outs. We demonstrate that although spin-outs dent parents’ innovation output in the knowledge areas affected by spin-outs, such decline is non-enduring. We also argue and demonstrate that the importance of knowledge areas affected by spin-outs as well as the availability of human capital—internal and newly hired—drive the recovery of parents’ innovation output. We contribute to the literature by refining the theoretical and empirical understanding of the factors shaping parents’ adaptation and creative reconstruction in the aftermath of spin-outs.
{"title":"EXPRESS: From loss to recovery: Spin-outs and parents’ innovation","authors":"Vilma Chila, Shivaram Devarakonda, Xavier Martin","doi":"10.1177/14761270241270971","DOIUrl":"https://doi.org/10.1177/14761270241270971","url":null,"abstract":"Spin-outs (new ventures founded by ex-employees) have received attention partly due to the potential negative implications they present to the incumbents from which they originate (i.e., parents). Spin-outs can threaten parents not only by the increased future competition but also by the immediate disruptions to their knowledge bases. These negative implications rest on the notion that parents are mere bystanders. We depart from this bystander notion by considering parents’ adaptations to disruptions caused by spin-outs. Specifically, we investigate both the effects of spin-outs on parents’ innovation and the factors that motivate and enable parents to cope with the knowledge gaps arising from spin-outs. We demonstrate that although spin-outs dent parents’ innovation output in the knowledge areas affected by spin-outs, such decline is non-enduring. We also argue and demonstrate that the importance of knowledge areas affected by spin-outs as well as the availability of human capital—internal and newly hired—drive the recovery of parents’ innovation output. We contribute to the literature by refining the theoretical and empirical understanding of the factors shaping parents’ adaptation and creative reconstruction in the aftermath of spin-outs.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"22 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141863236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-30DOI: 10.1177/14761270241264376
{"title":"Themed issue: Changing business, how we work, and how we think","authors":"","doi":"10.1177/14761270241264376","DOIUrl":"https://doi.org/10.1177/14761270241264376","url":null,"abstract":"","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"45 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141863237","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-02DOI: 10.1177/14761270241244438
Luca Berchicci, Oliver Alexy
{"title":"Themed issue: Learning—postcards from epistemological, empirical, and organizational perspectives","authors":"Luca Berchicci, Oliver Alexy","doi":"10.1177/14761270241244438","DOIUrl":"https://doi.org/10.1177/14761270241244438","url":null,"abstract":"","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"49 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140831728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-03DOI: 10.1177/14761270241246603
Yaomin Zhang, Jonatan Pinkse, Andrew McMeekin
How do platforms integrate governance mechanisms that promote inherently distinct rules and incentives to manage peer relationships? Digital platforms combine market and community-based mechanisms to govern peer-to-peer interactions for value creation. However, these governance mechanisms play unique roles and interact in distinctive ways, thus shaping how platforms can leverage them for the governance of peer relationships. Through an analysis of sharing platforms, we identify under what conditions particular couplings of market and community mechanisms facilitate a stable governance configuration. We uncover how platforms leverage complementarities and avoid tensions among a set of core and elaborating governance mechanisms. The findings show that market and community mechanisms and their interactions constrain platform governance in different ways. When platforms have strong commercial identities and offerings, implement strict assurance instruments, or develop strong social institutions, they confine core mechanisms to a single governance structure and prevent innovative configurations. However, under specific conditions, platforms explore complementarities between market and community mechanisms which leads to either mixed or highly mixed governance configurations. The study uncovers platforms’ possibilities and constraints in developing stable governance configurations which hybridize market and community mechanisms.
{"title":"EXPRESS: Hybrid governance of digital platforms: Exploring complementarities and tensions in the governance of peer relationships","authors":"Yaomin Zhang, Jonatan Pinkse, Andrew McMeekin","doi":"10.1177/14761270241246603","DOIUrl":"https://doi.org/10.1177/14761270241246603","url":null,"abstract":"How do platforms integrate governance mechanisms that promote inherently distinct rules and incentives to manage peer relationships? Digital platforms combine market and community-based mechanisms to govern peer-to-peer interactions for value creation. However, these governance mechanisms play unique roles and interact in distinctive ways, thus shaping how platforms can leverage them for the governance of peer relationships. Through an analysis of sharing platforms, we identify under what conditions particular couplings of market and community mechanisms facilitate a stable governance configuration. We uncover how platforms leverage complementarities and avoid tensions among a set of core and elaborating governance mechanisms. The findings show that market and community mechanisms and their interactions constrain platform governance in different ways. When platforms have strong commercial identities and offerings, implement strict assurance instruments, or develop strong social institutions, they confine core mechanisms to a single governance structure and prevent innovative configurations. However, under specific conditions, platforms explore complementarities between market and community mechanisms which leads to either mixed or highly mixed governance configurations. The study uncovers platforms’ possibilities and constraints in developing stable governance configurations which hybridize market and community mechanisms.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"46 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140584433","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-19DOI: 10.1177/14761270241242905
Sebastian Firk, Jan C. Hennig, Julian Meier, Michael Wolff
The widespread diffusion of digital technologies forces incumbent firms to drive their digital transformation (DT). DT not only involves a change in strategy but requires new institutional logics for firms helping to operate in digital business environments. Firms increasingly hire outsider CEOs to cope with this development, but the necessary institutional change questions whether outsider CEOs can indeed realize DT. We draw on the institutional entrepreneurship perspective to make sense of the role of outsider CEOs in DT. We theorize that DT awareness stemming from prior experience with DT enables outsider CEOs to act as institutional entrepreneurs and realize DT. We further argue that outsider CEOs with DT awareness particularly benefit firms facing abrupt rather than accumulative DTs. To test our hypotheses, we introduce a novel, machine-learning-based DT measure. Panel data regressions provide support for our predictions. Our findings contribute to a more nuanced understanding of the role of outsider CEOs as change agents.
{"title":"EXPRESS: Institutional Entrepreneurship and Digital Transformation: The Role of Outsider CEOs","authors":"Sebastian Firk, Jan C. Hennig, Julian Meier, Michael Wolff","doi":"10.1177/14761270241242905","DOIUrl":"https://doi.org/10.1177/14761270241242905","url":null,"abstract":"The widespread diffusion of digital technologies forces incumbent firms to drive their digital transformation (DT). DT not only involves a change in strategy but requires new institutional logics for firms helping to operate in digital business environments. Firms increasingly hire outsider CEOs to cope with this development, but the necessary institutional change questions whether outsider CEOs can indeed realize DT. We draw on the institutional entrepreneurship perspective to make sense of the role of outsider CEOs in DT. We theorize that DT awareness stemming from prior experience with DT enables outsider CEOs to act as institutional entrepreneurs and realize DT. We further argue that outsider CEOs with DT awareness particularly benefit firms facing abrupt rather than accumulative DTs. To test our hypotheses, we introduce a novel, machine-learning-based DT measure. Panel data regressions provide support for our predictions. Our findings contribute to a more nuanced understanding of the role of outsider CEOs as change agents.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"24 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140171090","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-12DOI: 10.1177/14761270241234415
{"title":"Special Issue of Strategic Organization Collective Strategy: Exploring the Contemporary Landscape of How Organizations Strategize Together","authors":"","doi":"10.1177/14761270241234415","DOIUrl":"https://doi.org/10.1177/14761270241234415","url":null,"abstract":"","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"1 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140150864","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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