Pub Date : 2022-07-22DOI: 10.1177/14761270221115406
M. Wiersema, Haeyoung Koo
Corporate governance research has been driven by underlying assumptions and perspectives that are predominantly based on our understanding of US publicly listed companies and US capital market constituents with an emphasis on shareholder value maximization. Yet today, public companies face a changed governance landscape driven by the growth in passive funds, the dominance of the Big Three index funds, and the emergence of activist hedge funds. In addition, increasing investor emphasis on environmental, social, and governance matters has led to a shift away from shareholder primacy. While public companies face an altered governance context, scholars for the most part have not paid attention to the ramifications of these developments on corporate governance and strategic decision-making. We articulate the factors that have emerged and identify opportunities for future research that will lead to greater insight and a more comprehensive understanding of how the changed governance landscape is influencing managerial and board decision-making and firm outcomes.
{"title":"Corporate governance in today’s world: Looking back and an agenda for the future","authors":"M. Wiersema, Haeyoung Koo","doi":"10.1177/14761270221115406","DOIUrl":"https://doi.org/10.1177/14761270221115406","url":null,"abstract":"Corporate governance research has been driven by underlying assumptions and perspectives that are predominantly based on our understanding of US publicly listed companies and US capital market constituents with an emphasis on shareholder value maximization. Yet today, public companies face a changed governance landscape driven by the growth in passive funds, the dominance of the Big Three index funds, and the emergence of activist hedge funds. In addition, increasing investor emphasis on environmental, social, and governance matters has led to a shift away from shareholder primacy. While public companies face an altered governance context, scholars for the most part have not paid attention to the ramifications of these developments on corporate governance and strategic decision-making. We articulate the factors that have emerged and identify opportunities for future research that will lead to greater insight and a more comprehensive understanding of how the changed governance landscape is influencing managerial and board decision-making and firm outcomes.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43800082","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 : 2022-07-22DOI: 10.1177/14761270221114915
Joel A. C. Baum, R. Greenwood, P. Jennings
As Strategic Organization—SO!—turns 20, we reflect on the inspirations and aspirations behind the journal’s creation, contemplate its accomplishments, and share some themes it might amplify in the future. We find much to celebrate, as well as things to contemplate. The journal has accomplished a great deal during its adolescent and teen years. Our original inspirations and aspirations, updated by our successors, have positioned the journal as the forum for integrative research on strategy and organizations that is pursued rigorously and in an open-minded way. While we think our original vision for Strategic Organization has largely been realized—both for the journal and the field—we see interesting and important openings for new strategic organization research initiatives in areas including novel designs, emerging socio-political processes, and widening societal effects; initiatives we believe will benefit from research approaches that emphasize template eclecticism and careful detective work.
{"title":"Constructing strategic organization: A field whose time has come","authors":"Joel A. C. Baum, R. Greenwood, P. Jennings","doi":"10.1177/14761270221114915","DOIUrl":"https://doi.org/10.1177/14761270221114915","url":null,"abstract":"As Strategic Organization—SO!—turns 20, we reflect on the inspirations and aspirations behind the journal’s creation, contemplate its accomplishments, and share some themes it might amplify in the future. We find much to celebrate, as well as things to contemplate. The journal has accomplished a great deal during its adolescent and teen years. Our original inspirations and aspirations, updated by our successors, have positioned the journal as the forum for integrative research on strategy and organizations that is pursued rigorously and in an open-minded way. While we think our original vision for Strategic Organization has largely been realized—both for the journal and the field—we see interesting and important openings for new strategic organization research initiatives in areas including novel designs, emerging socio-political processes, and widening societal effects; initiatives we believe will benefit from research approaches that emphasize template eclecticism and careful detective work.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45219089","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 : 2022-07-09DOI: 10.1177/14761270221115032
H. Greve, C. M. Zhang
In the 20 years of Strategic Organization, how well has knowledge drawn from the behavioral theory of the firm contributed to the field of strategy? We see progress both in the pages of SO! and elsewhere in the field of strategy, but this progress has been held back by divisions between strategy and organization theory in what theories should predict, what mechanisms are preferable predictors, and what outcomes are of interest. Despite these divisions, the last few years have seen particularly rapid progress, turning the behavioral theory of the firm into one of multiple organization theory sources of strategy knowledge. It is time to reassess and consider the best future direction, and we propose a framework organized around how strategy is shaped by the (1) organizational structure, (2) organizational decision makers, (3) organizational history, and (4) organizational environment. This subdivision captures the decision-making units in the theory (1–2), the importance of experience (3), and the role of context (4). We outline fruitful research topics based on this framework.
{"title":"Is there a strategic organization in the behavioral theory of the firm? Looking back and looking forward","authors":"H. Greve, C. M. Zhang","doi":"10.1177/14761270221115032","DOIUrl":"https://doi.org/10.1177/14761270221115032","url":null,"abstract":"In the 20 years of Strategic Organization, how well has knowledge drawn from the behavioral theory of the firm contributed to the field of strategy? We see progress both in the pages of SO! and elsewhere in the field of strategy, but this progress has been held back by divisions between strategy and organization theory in what theories should predict, what mechanisms are preferable predictors, and what outcomes are of interest. Despite these divisions, the last few years have seen particularly rapid progress, turning the behavioral theory of the firm into one of multiple organization theory sources of strategy knowledge. It is time to reassess and consider the best future direction, and we propose a framework organized around how strategy is shaped by the (1) organizational structure, (2) organizational decision makers, (3) organizational history, and (4) organizational environment. This subdivision captures the decision-making units in the theory (1–2), the importance of experience (3), and the role of context (4). We outline fruitful research topics based on this framework.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47825451","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 : 2022-06-04DOI: 10.1177/14761270221107694
Jae-Hyon Lim
Business firms engage in the public policy process to manage the influences of state and public policy. Many stakeholders in society voice concerns about the excessive influence of firms, which creates complex conditions for using corporate political activity (CPA). This study addresses the question of how institutional pressures influence corporate use of political strategy. I propose that institutional pressures will moderate the effects of strategic factors on CPA, as corporations try to make the strategic balance between strategic needs and institutional pressures. The findings of this study show that corporations engaged in CPA less actively when there were direct pressures on CPA, such as proxy voting proposals by activist shareholders and media coverage of their political activity.
{"title":"EXPRESS: The balancing act of corporate political activity under institutional pressure","authors":"Jae-Hyon Lim","doi":"10.1177/14761270221107694","DOIUrl":"https://doi.org/10.1177/14761270221107694","url":null,"abstract":"Business firms engage in the public policy process to manage the influences of state and public policy. Many stakeholders in society voice concerns about the excessive influence of firms, which creates complex conditions for using corporate political activity (CPA). This study addresses the question of how institutional pressures influence corporate use of political strategy. I propose that institutional pressures will moderate the effects of strategic factors on CPA, as corporations try to make the strategic balance between strategic needs and institutional pressures. The findings of this study show that corporations engaged in CPA less actively when there were direct pressures on CPA, such as proxy voting proposals by activist shareholders and media coverage of their political activity.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43156859","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 : 2022-04-23DOI: 10.1177/14761270221086857
Jan Goldenstein, Michael Hunoldt, Simon Oertel
In our study, we examine how category density affects entrepreneurs’ propensity to engage in category spanning, and investigate the moderating effects of category fuzziness, regional density, and the number of entrants in a system of categories. We test our hypotheses by focusing on 3,707 bands in the British metal music industry. Our findings indicate that increased category density reduces the degree of category spanning, but this effect is attenuated by increased category fuzziness and an increase in the number of new ventures founded in the same market. Regional density has no moderating effect, but its positive main effect points to the independence of the effects of categorical and regional density on category spanning. Our findings facilitate theory building regarding the antecedents of category spanning and the evolution of the categorical system of markets.
{"title":"EXPRESS: How Market Conditions Affect New Ventures’ Propensity to Engage in Category Spanning","authors":"Jan Goldenstein, Michael Hunoldt, Simon Oertel","doi":"10.1177/14761270221086857","DOIUrl":"https://doi.org/10.1177/14761270221086857","url":null,"abstract":"In our study, we examine how category density affects entrepreneurs’ propensity to engage in category spanning, and investigate the moderating effects of category fuzziness, regional density, and the number of entrants in a system of categories. We test our hypotheses by focusing on 3,707 bands in the British metal music industry. Our findings indicate that increased category density reduces the degree of category spanning, but this effect is attenuated by increased category fuzziness and an increase in the number of new ventures founded in the same market. Regional density has no moderating effect, but its positive main effect points to the independence of the effects of categorical and regional density on category spanning. Our findings facilitate theory building regarding the antecedents of category spanning and the evolution of the categorical system of markets.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44257228","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 : 2022-04-07DOI: 10.1177/14761270221094800
S. Manning, Madeleine Rauch, S. Vavilov
Entrepreneurs increasingly tap into both spatial and digital resource environments to mobilize critical resources in support of new ventures. Yet we know surprisingly little about how entrepreneurs make joint use of these environments. Linking the recent debate on spatial and digital affordances to the resource mobilization literature, this study examines how entrepreneurs mobilize critical resources from local ecosystems and the crowdfunding platform Kickstarter in complementary ways. We discuss two strategies of resource mobilization: (1) The circular strategy, which is mainly applied by social ventures, leverages community narratives and support for crowdfunding campaigns to strengthen and expand the very community support the campaigns are based on. (2) The cumulative strategy, which is mainly applied by commercial high-tech ventures, mobilizes the symbolic value of local institutional ties to attract crowdfunding backers, and uses crowdfunding success to attract new resource-holders in local ecosystems. Our findings contribute to research on entrepreneurial resource mobilization and our understanding of the interplay of spatial and digital affordances.
{"title":"EXPRESS: Creating Complementarities: How Entrepreneurs Mobilize Crowdfunding and Local Ecosystems","authors":"S. Manning, Madeleine Rauch, S. Vavilov","doi":"10.1177/14761270221094800","DOIUrl":"https://doi.org/10.1177/14761270221094800","url":null,"abstract":"Entrepreneurs increasingly tap into both spatial and digital resource environments to mobilize critical resources in support of new ventures. Yet we know surprisingly little about how entrepreneurs make joint use of these environments. Linking the recent debate on spatial and digital affordances to the resource mobilization literature, this study examines how entrepreneurs mobilize critical resources from local ecosystems and the crowdfunding platform Kickstarter in complementary ways. We discuss two strategies of resource mobilization: (1) The circular strategy, which is mainly applied by social ventures, leverages community narratives and support for crowdfunding campaigns to strengthen and expand the very community support the campaigns are based on. (2) The cumulative strategy, which is mainly applied by commercial high-tech ventures, mobilizes the symbolic value of local institutional ties to attract crowdfunding backers, and uses crowdfunding success to attract new resource-holders in local ecosystems. Our findings contribute to research on entrepreneurial resource mobilization and our understanding of the interplay of spatial and digital affordances.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48200054","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 : 2022-04-01DOI: 10.1177/14761270221094189
Kajsa Ahlgren Ode, C. Louche
This study examines business model innovation (BMI) in an established firm. We investigate the case of a Swedish utility company that adopted and implemented a business model (BM) pattern originating from outside the firm. We draw upon Scandinavian translation theory to understand the micro-level dynamics of how BMI unfolds. Our findings show that the BM pattern is disassembled into its constituent parts, that these are translated separately and, little by little, (re)assembled into a whole to form a new BM. This process involves several loops of translation activated by the interplay between five practices: formulating, engaging, resisting, anchoring, and energizing. On the basis of our findings, we develop a BM translation framework. We thereby contribute to a better understanding of the micro-level perspective on BMI initiated by the adoption of a BM pattern. We also reveal that BMI processes triggered by BM patterns from outside differ from those taking place when a new BM is entirely developed within a firm.
{"title":"EXPRESS: A business model pattern arrives... and then? A translation perspective on business model innovation in established firms","authors":"Kajsa Ahlgren Ode, C. Louche","doi":"10.1177/14761270221094189","DOIUrl":"https://doi.org/10.1177/14761270221094189","url":null,"abstract":"This study examines business model innovation (BMI) in an established firm. We investigate the case of a Swedish utility company that adopted and implemented a business model (BM) pattern originating from outside the firm. We draw upon Scandinavian translation theory to understand the micro-level dynamics of how BMI unfolds. Our findings show that the BM pattern is disassembled into its constituent parts, that these are translated separately and, little by little, (re)assembled into a whole to form a new BM. This process involves several loops of translation activated by the interplay between five practices: formulating, engaging, resisting, anchoring, and energizing. On the basis of our findings, we develop a BM translation framework. We thereby contribute to a better understanding of the micro-level perspective on BMI initiated by the adoption of a BM pattern. We also reveal that BMI processes triggered by BM patterns from outside differ from those taking place when a new BM is entirely developed within a firm.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49032083","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 : 2022-03-19DOI: 10.1177/14761270211072248
S. Certo, Latifa Albader, Kristen E Raney, John R. Busenbark
Bayesian analysis offers strategy scholars numerous benefits. In addition to aligning empirical and theoretical endeavors by incorporating prior knowledge, the Bayesian approach allows researchers to estimate and visualize relationships that reflect the probability distributions many strategy researchers mistakenly interpret from conventional techniques. Yet, strategy scholars have proven hesitant to adopt Bayesian methods. We suggest this is because there is no accessible template for employing the technique with the types of data strategy researchers tend to encounter. The central objective of our research is to synthesize disparate contributions from the Bayesian literature that are relevant for strategy scholarship, especially for nested data. We provide an intuitive overview of Bayesian thinking and illustrate how scholars can employ Bayesian techniques to analyze nested data using an example dataset involving CEO compensation. Our results show how using Bayesian models may lead to substantively different interpretations and conclusions compared to traditional approaches based on frequentist techniques.
{"title":"EXPRESS: A Bayesian Approach to Nested Data Analysis: A Primer for Strategic Management Research","authors":"S. Certo, Latifa Albader, Kristen E Raney, John R. Busenbark","doi":"10.1177/14761270211072248","DOIUrl":"https://doi.org/10.1177/14761270211072248","url":null,"abstract":"Bayesian analysis offers strategy scholars numerous benefits. In addition to aligning empirical and theoretical endeavors by incorporating prior knowledge, the Bayesian approach allows researchers to estimate and visualize relationships that reflect the probability distributions many strategy researchers mistakenly interpret from conventional techniques. Yet, strategy scholars have proven hesitant to adopt Bayesian methods. We suggest this is because there is no accessible template for employing the technique with the types of data strategy researchers tend to encounter. The central objective of our research is to synthesize disparate contributions from the Bayesian literature that are relevant for strategy scholarship, especially for nested data. We provide an intuitive overview of Bayesian thinking and illustrate how scholars can employ Bayesian techniques to analyze nested data using an example dataset involving CEO compensation. Our results show how using Bayesian models may lead to substantively different interpretations and conclusions compared to traditional approaches based on frequentist techniques.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48053434","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 : 2022-03-13DOI: 10.1177/14761270221089959
Matthew S. Wood, G. Fisher
In a recent Strategic Organization essay, Arend analyzed four papers as contributions to entrepreneurship theory. He concluded that progress toward building unique-to-field conceptualizations is impeded because contributions in the domain are not sufficiently novel, do not cover the breadth of the phenomenon, and fail to offer normative guidance to practicing entrepreneurs. In this essay, we respond to these conclusions by examining the premise behind the evaluation of theory progress used to derive them, and then drawing on insights from the philosophy of science research to introduce a collective-evolutionary perspective as an alternative for the appraisal of entrepreneurship theory. Our alternative view shifts the focus from single papers toward evaluating theory as a collection of contributions that appear over time. Under this perspective, it is the degree to which newer theories take up insights from prior theory in an evolutionary fashion that serves as a key indicator of progress. Recognizing this, we advocate for a path toward productive theorizing in entrepreneurship where borrowing insights from prior cross-disciplinary theory is a strength rather than weakness, where wide-scope theory is important at the research program level while narrow scope is appropriate for individual contributions, and where obsession over the novelty of theory concepts undermines the continuity needed to produce a reliable body of knowledge.
{"title":"A collective-evolutionary alternative for appraising entrepreneurship theory","authors":"Matthew S. Wood, G. Fisher","doi":"10.1177/14761270221089959","DOIUrl":"https://doi.org/10.1177/14761270221089959","url":null,"abstract":"In a recent Strategic Organization essay, Arend analyzed four papers as contributions to entrepreneurship theory. He concluded that progress toward building unique-to-field conceptualizations is impeded because contributions in the domain are not sufficiently novel, do not cover the breadth of the phenomenon, and fail to offer normative guidance to practicing entrepreneurs. In this essay, we respond to these conclusions by examining the premise behind the evaluation of theory progress used to derive them, and then drawing on insights from the philosophy of science research to introduce a collective-evolutionary perspective as an alternative for the appraisal of entrepreneurship theory. Our alternative view shifts the focus from single papers toward evaluating theory as a collection of contributions that appear over time. Under this perspective, it is the degree to which newer theories take up insights from prior theory in an evolutionary fashion that serves as a key indicator of progress. Recognizing this, we advocate for a path toward productive theorizing in entrepreneurship where borrowing insights from prior cross-disciplinary theory is a strength rather than weakness, where wide-scope theory is important at the research program level while narrow scope is appropriate for individual contributions, and where obsession over the novelty of theory concepts undermines the continuity needed to produce a reliable body of knowledge.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-03-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47437105","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 : 2022-02-18DOI: 10.1177/14761270221084224
M. Malherbe, A. Tellier
Developing a new value proposition requires that a set of partners align their interests. The challenge is to define an ecosystem strategy and agree on its constitutive features. Drawing on a “structuralist approach”, we provide insights into the conditions that constrain the alignment of partners. We conducted a longitudinal process study of the ecosystem of mobile contactless services in France that failed to reach alignment among partners. A comprehensive twelve-year picture of the ecosystem is created using a double-analytical design that reinforces the accuracy of the analysis. Our results highlight the factors that hinder the alignment of partners and lead to the development of an ecosystem based on a very different blueprint at the expense of its initial contributors. We reveal three sources of nonalignment: an overly ambitious and loosely defined value proposition, a value distribution risk, and inconsistencies in the multiscale institutional context.
{"title":"EXPRESS: Explaining the Nonalignment of Ecosystem Partners: a Structuralist Approach","authors":"M. Malherbe, A. Tellier","doi":"10.1177/14761270221084224","DOIUrl":"https://doi.org/10.1177/14761270221084224","url":null,"abstract":"Developing a new value proposition requires that a set of partners align their interests. The challenge is to define an ecosystem strategy and agree on its constitutive features. Drawing on a “structuralist approach”, we provide insights into the conditions that constrain the alignment of partners. We conducted a longitudinal process study of the ecosystem of mobile contactless services in France that failed to reach alignment among partners. A comprehensive twelve-year picture of the ecosystem is created using a double-analytical design that reinforces the accuracy of the analysis. Our results highlight the factors that hinder the alignment of partners and lead to the development of an ecosystem based on a very different blueprint at the expense of its initial contributors. We reveal three sources of nonalignment: an overly ambitious and loosely defined value proposition, a value distribution risk, and inconsistencies in the multiscale institutional context.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42544840","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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