Pub Date : 2024-06-12DOI: 10.1177/14761270241262564
Vinit Desai
Regulators and ratings agencies can reassure consumers by monitoring firms, and by publicizing these efforts and their results. However, consumers are not always uniformly aware of these monitoring efforts. I adapt theory about reputational mechanisms to predict that organizations will perform better in response to monitoring that is visible to market participants, versus monitoring that is conducted privately. I also examine two moderators, each involving the theorized mechanisms driving this effect, that could strengthen the relationship between visible inspections and performance. I test associated hypotheses using a natural experiment that randomly allocated health inspections across cruise ships within and outside of passenger sailings. Findings contribute to the literature on organizational reputation, by revealing differences driven by the visibility of information about organizations in the marketplace.
{"title":"EXPRESS: To See, or Not to Sea: Differing Performance Outcomes from Visible and Private Health Inspections in the U.S. Cruise Travel Industry","authors":"Vinit Desai","doi":"10.1177/14761270241262564","DOIUrl":"https://doi.org/10.1177/14761270241262564","url":null,"abstract":"Regulators and ratings agencies can reassure consumers by monitoring firms, and by publicizing these efforts and their results. However, consumers are not always uniformly aware of these monitoring efforts. I adapt theory about reputational mechanisms to predict that organizations will perform better in response to monitoring that is visible to market participants, versus monitoring that is conducted privately. I also examine two moderators, each involving the theorized mechanisms driving this effect, that could strengthen the relationship between visible inspections and performance. I test associated hypotheses using a natural experiment that randomly allocated health inspections across cruise ships within and outside of passenger sailings. Findings contribute to the literature on organizational reputation, by revealing differences driven by the visibility of information about organizations in the marketplace.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2024-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141352713","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 : 2024-06-06DOI: 10.1177/14761270241261141
Zhiyan Wu, Ronald Klingebiel
We examine the role of ownership in organizational responses to performance shortfalls. State owners prize performance stability over being competitive and their firms thus frame performance shortfalls differently than private firms do. In particular, state-firms’ performance-stability orientation makes them respond to small performance shortfalls more readily than private firms do. They largely disregard performance comparisons with industry competitors, which more readily trigger divestitures at private firms. Comparisons among state-firms matter relatively more. We find empirical support for these propositions in the population of Chinese state and private firms publicly traded in Shanghai and Shenzhen Stock Exchanges from 2003 to 2019. The frame-contingent responsiveness we document extends theory of organizational behavior and adds important nuance to our understanding of state-firm inertia.
{"title":"EXPRESS: A Behavioral Theory of Leviathan Inc: State-Firm Responses to Performance Shortfalls","authors":"Zhiyan Wu, Ronald Klingebiel","doi":"10.1177/14761270241261141","DOIUrl":"https://doi.org/10.1177/14761270241261141","url":null,"abstract":"We examine the role of ownership in organizational responses to performance shortfalls. State owners prize performance stability over being competitive and their firms thus frame performance shortfalls differently than private firms do. In particular, state-firms’ performance-stability orientation makes them respond to small performance shortfalls more readily than private firms do. They largely disregard performance comparisons with industry competitors, which more readily trigger divestitures at private firms. Comparisons among state-firms matter relatively more. We find empirical support for these propositions in the population of Chinese state and private firms publicly traded in Shanghai and Shenzhen Stock Exchanges from 2003 to 2019. The frame-contingent responsiveness we document extends theory of organizational behavior and adds important nuance to our understanding of state-firm inertia.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2024-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141377788","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 : 2024-05-23DOI: 10.1177/14761270241254756
Ilya R. P. Cuypers, G. Ertug, Niels Noorderhaven, K. Kavuşan
Transaction cost theory (TCT) is one of the most commonly used theories to explain how firms govern their economic activities. In the context of cross-border collaborations, TCT proposes that dissimilarities between the partners’ home countries, which constitute a key source of behavioral uncertainty, affect how collaborations are governed (i.e., whether firms opt for equity joint ventures or non-equity alliances). Although many firms are likely to face more than one dimension of dissimilarity – for example in terms language and religion, as well as culture – studies in TCT typically focus on how each source of dissimilarity impacts governance choices independently, in isolation. We integrate insights from research on decision-making and social psychology into the logic of TCT to theorize about how multiple dimensions of dissimilarity interactively impact governance choices in collaborative agreements, such that the influence of a given level of dissimilarity is not independent of the level of dissimilarity in other dimensions. Specifically, we propose that the impact of dissimilarity on a given dimension on these governance choices will be lower, i.e. negatively moderated, when dissimilarities on other dimensions are higher. For example, a given level of cultural distance will have a greater impact on governance choice when linguistic distance is low (because cultural distance becomes more distinctive) as compared to a case when linguistic distance is not low. Our analysis of 21,951 cross-border non-equity alliances and equity joint ventures yields support for our predictions.
{"title":"EXPRESS: The Distinctiveness Effect: How Cross-Country Dissimilarities Influence Governance Decisions","authors":"Ilya R. P. Cuypers, G. Ertug, Niels Noorderhaven, K. Kavuşan","doi":"10.1177/14761270241254756","DOIUrl":"https://doi.org/10.1177/14761270241254756","url":null,"abstract":"Transaction cost theory (TCT) is one of the most commonly used theories to explain how firms govern their economic activities. In the context of cross-border collaborations, TCT proposes that dissimilarities between the partners’ home countries, which constitute a key source of behavioral uncertainty, affect how collaborations are governed (i.e., whether firms opt for equity joint ventures or non-equity alliances). Although many firms are likely to face more than one dimension of dissimilarity – for example in terms language and religion, as well as culture – studies in TCT typically focus on how each source of dissimilarity impacts governance choices independently, in isolation. We integrate insights from research on decision-making and social psychology into the logic of TCT to theorize about how multiple dimensions of dissimilarity interactively impact governance choices in collaborative agreements, such that the influence of a given level of dissimilarity is not independent of the level of dissimilarity in other dimensions. Specifically, we propose that the impact of dissimilarity on a given dimension on these governance choices will be lower, i.e. negatively moderated, when dissimilarities on other dimensions are higher. For example, a given level of cultural distance will have a greater impact on governance choice when linguistic distance is low (because cultural distance becomes more distinctive) as compared to a case when linguistic distance is not low. Our analysis of 21,951 cross-border non-equity alliances and equity joint ventures yields support for our predictions.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2024-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141107218","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":null,"pages":null},"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":null,"pages":null},"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 : 2024-03-28DOI: 10.1177/14761270241244998
Niklas Lars Hallberg
Previous research on learning to contract and contracting capabilities suggests that firms in interorganizational relationships adopt contractual designs that economize on transaction costs, and over time learn to govern their relationships in a more efficient manner by incrementally aligning contractual terms with transaction attributes based on new experiences made in their relationships. We augment the learning to contract literature by highlighting the role of organizational design as a factor that may impact contractual learning and the development of heterogeneous contracting capabilities. Specifically, we suggest that the level of specialization and structural integration across the firm’s technical, commercial, and legal functions may affect the effectiveness of contractual learning and the type of learning likely to occur. We also outline boundary conditions for our model in terms of potential interactions between the contractual environment, organizational design, and contractual learning.
{"title":"EXPRESS: Exploring the Development of Heterogeneous Contracting Capabilities: The Role of Organizational Design","authors":"Niklas Lars Hallberg","doi":"10.1177/14761270241244998","DOIUrl":"https://doi.org/10.1177/14761270241244998","url":null,"abstract":"Previous research on learning to contract and contracting capabilities suggests that firms in interorganizational relationships adopt contractual designs that economize on transaction costs, and over time learn to govern their relationships in a more efficient manner by incrementally aligning contractual terms with transaction attributes based on new experiences made in their relationships. We augment the learning to contract literature by highlighting the role of organizational design as a factor that may impact contractual learning and the development of heterogeneous contracting capabilities. Specifically, we suggest that the level of specialization and structural integration across the firm’s technical, commercial, and legal functions may affect the effectiveness of contractual learning and the type of learning likely to occur. We also outline boundary conditions for our model in terms of potential interactions between the contractual environment, organizational design, and contractual learning.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2024-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140371786","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":null,"pages":null},"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":null,"pages":null},"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}
Pub Date : 2024-03-02DOI: 10.1177/14761270241239137
Christopher Luederitz, Dror Etzion
In this contribution, we theorize generativity as a heuristic for impact-driven management scholars seeking to address grand challenges through research. We use generativity to suggest engaging diverse actors in pluralistic inquiry to create conditions for future flourishing. Our theorization applies a pragmatist worldview and builds on insights from the multidisciplinary literature on generativity to envisage researchers as agents of care, collective learning, and transformative change. We synthesize four tenets for researchers seeking both academic and real-world impact. These tenets can support researchers addressing grand challenges by guiding their efforts to diversify inputs, distribute agency, conduct experiments, and pursue prospective impacts. We illustrate generativity in action by drawing on our experience in a transdisciplinary research project on small- and medium-sized enterprises taking climate action in Canada. We show how the four tenets foster generativity to promote an inclusive understanding of grand challenges and a bias toward action, thereby providing an optimistic stance toward addressing issues of social concern.
{"title":"EXPRESS: Generativity as a heuristic for impact-driven scholars addressing grand challenges","authors":"Christopher Luederitz, Dror Etzion","doi":"10.1177/14761270241239137","DOIUrl":"https://doi.org/10.1177/14761270241239137","url":null,"abstract":"In this contribution, we theorize generativity as a heuristic for impact-driven management scholars seeking to address grand challenges through research. We use generativity to suggest engaging diverse actors in pluralistic inquiry to create conditions for future flourishing. Our theorization applies a pragmatist worldview and builds on insights from the multidisciplinary literature on generativity to envisage researchers as agents of care, collective learning, and transformative change. We synthesize four tenets for researchers seeking both academic and real-world impact. These tenets can support researchers addressing grand challenges by guiding their efforts to diversify inputs, distribute agency, conduct experiments, and pursue prospective impacts. We illustrate generativity in action by drawing on our experience in a transdisciplinary research project on small- and medium-sized enterprises taking climate action in Canada. We show how the four tenets foster generativity to promote an inclusive understanding of grand challenges and a bias toward action, thereby providing an optimistic stance toward addressing issues of social concern.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2024-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140025137","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 : 2024-03-02DOI: 10.1177/14761270241238915
Frithjof Eberhard Wegener, Ju Young Lee, Alice Mascena Barbosa, Garima Sharma, Pratima (Tima) Bansal
Scholars have long sought to impact management practice. However, the current conceptualization of impact is grounded in dualisms, separating researchers from managers, means from ends, and thought from action. Such a dualistic understanding of impact hampers researchers' and managers' ability to achieve impact. Nowhere is this issue more acute than in the context of grand challenges, which require researchers and managers to work together closely. As a way forward, we propose a pragmatist perspective on impact, where impact is not seen as a one-time, unidirectional event, but rather as a relational and recursive process. By overcoming dualisms in traditional approaches to impact, pragmatist impacting can help advance progress on grand challenges and our current understanding of cocreation. In this paper, we illustrate pragmatist impacting and reflect on its opportunities and challenges through our experience at Innovation North, an innovation lab that brought together researchers and managers to cocreate a systems innovation process.
{"title":"EXPRESS: From Impact to Impacting: A Pragmatist Perspective on Tackling Grand Challenges","authors":"Frithjof Eberhard Wegener, Ju Young Lee, Alice Mascena Barbosa, Garima Sharma, Pratima (Tima) Bansal","doi":"10.1177/14761270241238915","DOIUrl":"https://doi.org/10.1177/14761270241238915","url":null,"abstract":"Scholars have long sought to impact management practice. However, the current conceptualization of impact is grounded in dualisms, separating researchers from managers, means from ends, and thought from action. Such a dualistic understanding of impact hampers researchers' and managers' ability to achieve impact. Nowhere is this issue more acute than in the context of grand challenges, which require researchers and managers to work together closely. As a way forward, we propose a pragmatist perspective on impact, where impact is not seen as a one-time, unidirectional event, but rather as a relational and recursive process. By overcoming dualisms in traditional approaches to impact, pragmatist impacting can help advance progress on grand challenges and our current understanding of cocreation. In this paper, we illustrate pragmatist impacting and reflect on its opportunities and challenges through our experience at Innovation North, an innovation lab that brought together researchers and managers to cocreate a systems innovation process.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2024-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140025183","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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