Pub Date : 2023-11-01DOI: 10.1177/14761270231207920
Glen W.S. Dowell, Oliver Alexy
{"title":"Themed issue: Political strategy in and by organizations","authors":"Glen W.S. Dowell, Oliver Alexy","doi":"10.1177/14761270231207920","DOIUrl":"https://doi.org/10.1177/14761270231207920","url":null,"abstract":"","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"45 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135566521","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 : 2023-09-01DOI: 10.1177/14761270231199278
Geoffrey Love
Scholars have recently emphasized a need to advance the attention-based view to account for a new “post-Chandlerian” environment wherein firms organized along Chandlerian m-form lines are increasingly unable to cope with rapid and discontinuous changes and strategic issues that can emerge anywhere in the organization. This paper works to make such an advance by drawing on the underdeveloped idea of attentional control – that is direction of members’ attention - within the ABV. The paper develops the concept of attentional control systems and as its core contribution proposes that firms can use issue-specific emergent attentional control systems to address emergent strategic issues that are characteristic of post-Chandlerian environments. Key components of these systems include emergent, issue-specific communication channels, reconfigured roles, and interactive control practices. These three interrelated attentional control mechanisms enable attentional dynamism and high-quality attention to be directed towards emergent strategic issues, thus mediating effective strategic decision-making as well as resource commitment and ultimately enhancing strategic adaptation.
{"title":"EXPRESS: Attentional Control Systems for Emergent Strategic Issues in the Post-Chandlerian World","authors":"Geoffrey Love","doi":"10.1177/14761270231199278","DOIUrl":"https://doi.org/10.1177/14761270231199278","url":null,"abstract":"Scholars have recently emphasized a need to advance the attention-based view to account for a new “post-Chandlerian” environment wherein firms organized along Chandlerian m-form lines are increasingly unable to cope with rapid and discontinuous changes and strategic issues that can emerge anywhere in the organization. This paper works to make such an advance by drawing on the underdeveloped idea of attentional control – that is direction of members’ attention - within the ABV. The paper develops the concept of attentional control systems and as its core contribution proposes that firms can use issue-specific emergent attentional control systems to address emergent strategic issues that are characteristic of post-Chandlerian environments. Key components of these systems include emergent, issue-specific communication channels, reconfigured roles, and interactive control practices. These three interrelated attentional control mechanisms enable attentional dynamism and high-quality attention to be directed towards emergent strategic issues, thus mediating effective strategic decision-making as well as resource commitment and ultimately enhancing strategic adaptation.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49523999","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 : 2023-08-29DOI: 10.1177/14761270231199760
Steven M. Gray, P. Boumgarden, R. Ranganathan, Laura Huang
Status dynamics play a critical role in venture capital (VC) syndication. Prior research on multiparty syndicates has shown how status differences among current syndicate members affect how the syndicate searches for new investors in later investment rounds. However, it is unclear how potential newcomers evaluate whether or not to join a syndicate based on the degree of status disparity among current syndicate members. We adopt an alter-centric approach by examining how an existing syndicate’s status disparity affects a potential newcomer’s willingness to join. For potential newcomers, we contend that syndicate status disparity is a double-edged sword, both deterring newcomers due to low perceptions of syndicate trust while simultanously attracting newcomers at the prospect of accessing diverse future investment opportunities. Whether the perceived costs of syndicate status disparity outweigh the perceived benefits for newcomers depends upon the degree of risk associated with the venture deal. Across two studies—a field experiment of 193 institutional investors and an archival study of 3,644 multiparty syndicates—we found that newcomers are attracted to syndicate status disparity when deal risk is low but deterred from syndicate status disparity when deal risk is high. Our paper highlights how newcomer additions to multiparty syndicates entail a complex interplay between features of co-investors and features of the venture deal.
{"title":"EXPRESS: An alter-centric perspective of status disparity and newcomer additions in multiparty syndicates","authors":"Steven M. Gray, P. Boumgarden, R. Ranganathan, Laura Huang","doi":"10.1177/14761270231199760","DOIUrl":"https://doi.org/10.1177/14761270231199760","url":null,"abstract":"Status dynamics play a critical role in venture capital (VC) syndication. Prior research on multiparty syndicates has shown how status differences among current syndicate members affect how the syndicate searches for new investors in later investment rounds. However, it is unclear how potential newcomers evaluate whether or not to join a syndicate based on the degree of status disparity among current syndicate members. We adopt an alter-centric approach by examining how an existing syndicate’s status disparity affects a potential newcomer’s willingness to join. For potential newcomers, we contend that syndicate status disparity is a double-edged sword, both deterring newcomers due to low perceptions of syndicate trust while simultanously attracting newcomers at the prospect of accessing diverse future investment opportunities. Whether the perceived costs of syndicate status disparity outweigh the perceived benefits for newcomers depends upon the degree of risk associated with the venture deal. Across two studies—a field experiment of 193 institutional investors and an archival study of 3,644 multiparty syndicates—we found that newcomers are attracted to syndicate status disparity when deal risk is low but deterred from syndicate status disparity when deal risk is high. Our paper highlights how newcomer additions to multiparty syndicates entail a complex interplay between features of co-investors and features of the venture deal.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44697862","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 : 2023-08-28DOI: 10.1177/14761270231189935
Ravi S. Kudesia, Tingting Lang
This article develops the attention-based view of crises. Crises implicate the failure of structures that shape attention throughout a system and initiate attempts to transform these structures. As crises are so influential, case studies of crisis provide rich details from which to build theory. Synthesizing insights from 80 qualitative case studies of crises, we build a theoretical framework that revitalizes scholarly understanding of how structure and attention relate in today’s complex systems. This framework reveals how everyday social practices instantiate structure, compose systems, and shape the quality of attention, such that practices constitute both a source and solution to crises. Understanding the systemic nature of attention through practices might therefore advance our collective capacity to face crises. It also contributes more broadly to ongoing conversations about how to apply the attention-based view in today’s world, where important organizations look less and less like traditional big businesses, notions of structure implied by formal organization charts are diminishingly relevant, and the quality of attention matters more than its quantity.
{"title":"Toward an attention-based view of crises","authors":"Ravi S. Kudesia, Tingting Lang","doi":"10.1177/14761270231189935","DOIUrl":"https://doi.org/10.1177/14761270231189935","url":null,"abstract":"This article develops the attention-based view of crises. Crises implicate the failure of structures that shape attention throughout a system and initiate attempts to transform these structures. As crises are so influential, case studies of crisis provide rich details from which to build theory. Synthesizing insights from 80 qualitative case studies of crises, we build a theoretical framework that revitalizes scholarly understanding of how structure and attention relate in today’s complex systems. This framework reveals how everyday social practices instantiate structure, compose systems, and shape the quality of attention, such that practices constitute both a source and solution to crises. Understanding the systemic nature of attention through practices might therefore advance our collective capacity to face crises. It also contributes more broadly to ongoing conversations about how to apply the attention-based view in today’s world, where important organizations look less and less like traditional big businesses, notions of structure implied by formal organization charts are diminishingly relevant, and the quality of attention matters more than its quantity.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47574716","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 : 2023-08-28DOI: 10.1177/14761270231199759
Serhan Kotiloglu, A. McDonald
Aligned with changing societal norms toward lesbian, gay, bisexual, and transgender (LGBT) individuals, many firms strive to become more inclusive toward their LGBT stakeholders. Despite this positive trend, not all firms embrace LGBT inclusion; some choose to be less inclusive. We assert that considering organizational factors can explain why such disparities exist. We used the organizational performance feedback theory (PFT) to understand the antecedents of LGBT inclusion in firms. PFT proposes that firm performance relative to an aspiration level drives organizational actions. Using the Human Rights Campaign (HRC) Corporate Equality Index (CEI) of 269 US firms between 2012–2020, we demonstrated that as firms’ financial performance decreases below aspirations, or as it increases above aspirations, LGBT inclusion decreases. We also showed that the firm’s prior LGBT inclusion performance feedback moderates these relationships. Our study has important implications for PFT and LGBT inclusion in firms.
{"title":"EXPRESS: Is LGBT Inclusion Motivated by Organizational Performance? Exploring the Relationships Between Performance Feedback and LGBT Inclusion in Firms","authors":"Serhan Kotiloglu, A. McDonald","doi":"10.1177/14761270231199759","DOIUrl":"https://doi.org/10.1177/14761270231199759","url":null,"abstract":"Aligned with changing societal norms toward lesbian, gay, bisexual, and transgender (LGBT) individuals, many firms strive to become more inclusive toward their LGBT stakeholders. Despite this positive trend, not all firms embrace LGBT inclusion; some choose to be less inclusive. We assert that considering organizational factors can explain why such disparities exist. We used the organizational performance feedback theory (PFT) to understand the antecedents of LGBT inclusion in firms. PFT proposes that firm performance relative to an aspiration level drives organizational actions. Using the Human Rights Campaign (HRC) Corporate Equality Index (CEI) of 269 US firms between 2012–2020, we demonstrated that as firms’ financial performance decreases below aspirations, or as it increases above aspirations, LGBT inclusion decreases. We also showed that the firm’s prior LGBT inclusion performance feedback moderates these relationships. Our study has important implications for PFT and LGBT inclusion in firms.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47287628","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 : 2023-08-24DOI: 10.1177/14761270231197995
Sarosh Asad, Jane Hennig, J. Oehmichen, Michael Wolff, Veronika Haas
How do board environmental experts influence corporate environmental performance? Drawing on the advisory role of the board, we examine this question and propose that board environmental expertise fosters attention toward stakeholders through the development of decision-makers’ knowledge structures and the identification of opportunities to address a wider range of stakeholders, ultimately contributing to stronger stakeholder orientation. Additionally, we theorize that board environmental expertise fosters substantive actions toward environmental performance by reducing information asymmetry and accurately assessing the risks of investing in pro-environmental initiatives. We also consider how the effects unfold in different institutional contexts. We theorize and find that national stakeholder salience increases attention pressure toward stakeholders and that environment-oriented legislation adds to the action pressure toward environmental performance. Our results, based on 11,634 firm-year observations from 15 countries between 2003 and 2016, support our theoretical predictions.
{"title":"EXPRESS: From Attention to Action: How Board Environmental Expertise Influences Corporate Environmental Performance","authors":"Sarosh Asad, Jane Hennig, J. Oehmichen, Michael Wolff, Veronika Haas","doi":"10.1177/14761270231197995","DOIUrl":"https://doi.org/10.1177/14761270231197995","url":null,"abstract":"How do board environmental experts influence corporate environmental performance? Drawing on the advisory role of the board, we examine this question and propose that board environmental expertise fosters attention toward stakeholders through the development of decision-makers’ knowledge structures and the identification of opportunities to address a wider range of stakeholders, ultimately contributing to stronger stakeholder orientation. Additionally, we theorize that board environmental expertise fosters substantive actions toward environmental performance by reducing information asymmetry and accurately assessing the risks of investing in pro-environmental initiatives. We also consider how the effects unfold in different institutional contexts. We theorize and find that national stakeholder salience increases attention pressure toward stakeholders and that environment-oriented legislation adds to the action pressure toward environmental performance. Our results, based on 11,634 firm-year observations from 15 countries between 2003 and 2016, support our theoretical predictions.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49378363","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 : 2023-08-18DOI: 10.1177/14761270231195497
Beatriz Domínguez, Jaime Gómez, J. Maicas
Institutional economics theory predicts that multinational enterprises (MNEs) operate in foreign countries with high institutional quality, which is known as the institutional profile effect. Nevertheless, the predictions of this theory seem to diverge from the international presence of certain MNEs, raising questions about the broader applicability of the institutional profile effect. We posit that the phenomenon of learning by MNEs offers an explanation for the occasional ineffectiveness of the institutional profile effect in specific contexts. Thus, we seek to answer the following research question: What types of learning reduce the probability of MNEs operating in countries with high institutional quality? To address this question, we investigate the role of experiential and vicarious learning as boundary conditions for the institutional profile effect, and compare their respective effects. Through our empirical analysis of a sample comprising 60 telecommunications MNEs, 39 home countries, and 145 host countries, we find that both experiential and vicarious learning have a negative moderating effect on the institutional profile effect. Furthermore, our findings indicate the existence of a cumulative effect resulting from the combination of different types of learning.
{"title":"EXPRESS: WHEN DOES HIGH INSTITUTIONAL QUALITY EXPLAIN THE PRESENCE OF MNEs IN A FOREIGN COUNTRY? EXPERIENTIAL AND VICARIOUS LEARNING AS BOUNDARY CONDITIONS","authors":"Beatriz Domínguez, Jaime Gómez, J. Maicas","doi":"10.1177/14761270231195497","DOIUrl":"https://doi.org/10.1177/14761270231195497","url":null,"abstract":"Institutional economics theory predicts that multinational enterprises (MNEs) operate in foreign countries with high institutional quality, which is known as the institutional profile effect. Nevertheless, the predictions of this theory seem to diverge from the international presence of certain MNEs, raising questions about the broader applicability of the institutional profile effect. We posit that the phenomenon of learning by MNEs offers an explanation for the occasional ineffectiveness of the institutional profile effect in specific contexts. Thus, we seek to answer the following research question: What types of learning reduce the probability of MNEs operating in countries with high institutional quality? To address this question, we investigate the role of experiential and vicarious learning as boundary conditions for the institutional profile effect, and compare their respective effects. Through our empirical analysis of a sample comprising 60 telecommunications MNEs, 39 home countries, and 145 host countries, we find that both experiential and vicarious learning have a negative moderating effect on the institutional profile effect. Furthermore, our findings indicate the existence of a cumulative effect resulting from the combination of different types of learning.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46428402","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 : 2023-08-18DOI: 10.1177/14761270231195295
Vincent J. Giolito, Damon Golsorkhi
Based on 21 in-depth interviews with CEOs and board chairs leading 900,000 people in large financial firms in Europe, this study surfaces the acknowledgment of strategic errors in top executives’ narratives as a broad theme associated with strategy change. This theme is intriguing because errors are typically associated with negative connotations undermining leaders’ self-image and credibility. More specifically, this study identifies in top executives’ error narratives a dialectic process consisting of mobilizing errors and de(if)fusing errors or distancing themselves from them; the paper models seven narrative practices within the process. As a first contribution to narrative research on strategy and change, this study introduces strategic errors as a narrative trigger in top executives' retrospective accounts of strategy change, frequently associated with the plausible economic failure of their firms. Second, while extant research generally focuses on the coherence of individual narratives, this study adds on the relatively rare studies recognizing a dialectic in individual narratives on change.
{"title":"EXPRESS: “We made a mistake”: How top executives dialectically narrate strategic errors in situations of strategic change","authors":"Vincent J. Giolito, Damon Golsorkhi","doi":"10.1177/14761270231195295","DOIUrl":"https://doi.org/10.1177/14761270231195295","url":null,"abstract":"Based on 21 in-depth interviews with CEOs and board chairs leading 900,000 people in large financial firms in Europe, this study surfaces the acknowledgment of strategic errors in top executives’ narratives as a broad theme associated with strategy change. This theme is intriguing because errors are typically associated with negative connotations undermining leaders’ self-image and credibility. More specifically, this study identifies in top executives’ error narratives a dialectic process consisting of mobilizing errors and de(if)fusing errors or distancing themselves from them; the paper models seven narrative practices within the process. As a first contribution to narrative research on strategy and change, this study introduces strategic errors as a narrative trigger in top executives' retrospective accounts of strategy change, frequently associated with the plausible economic failure of their firms. Second, while extant research generally focuses on the coherence of individual narratives, this study adds on the relatively rare studies recognizing a dialectic in individual narratives on change.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44376020","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 : 2023-08-18DOI: 10.1177/14761270231195506
Lakshmi Goyal, Vikas Goyal
The motivational effects of success and failure on firm risk-taking have been widely documented in research rooted in a behavioral theory of the firm, with the resultant body of work yielding divergent theoretical predictions and empirical findings. Despite scholarly progress, recent studies ruminate that envisioning success and failure through the lens of realized performance and aspiration foregoes its temporal considerations and takes a narrow view of its information content. Emphasizing the temporality of performance feedback, this study proposes success and failure persistence as reliable indicators of firm performance. In particular, we propose a curvilinear relationship between success (failure) persistence and firm risk-taking, such that risk-taking by firms initially decreases (increases) and then increases (decreases) with an increase in success (failure) persistence. Using a dataset of publicly listed Indian manufacturing firms from 1995 to 2018, we find robust support for the above-proposed curvilinear relationships. Our findings highlight the non-linear, asymmetric influences of success and failure persistence on firm risk-taking and disclose the presence of strategic momentum effects. This study contributes to the research on a behavioral theory of the firm and performance feedback theory and offers managerial guideposts for handling success and failure.
{"title":"EXPRESS: Feedback Persistence Matters! Uncovering the Varying Effects of Success and Failure Persistence on Firm Risk-Taking","authors":"Lakshmi Goyal, Vikas Goyal","doi":"10.1177/14761270231195506","DOIUrl":"https://doi.org/10.1177/14761270231195506","url":null,"abstract":"The motivational effects of success and failure on firm risk-taking have been widely documented in research rooted in a behavioral theory of the firm, with the resultant body of work yielding divergent theoretical predictions and empirical findings. Despite scholarly progress, recent studies ruminate that envisioning success and failure through the lens of realized performance and aspiration foregoes its temporal considerations and takes a narrow view of its information content. Emphasizing the temporality of performance feedback, this study proposes success and failure persistence as reliable indicators of firm performance. In particular, we propose a curvilinear relationship between success (failure) persistence and firm risk-taking, such that risk-taking by firms initially decreases (increases) and then increases (decreases) with an increase in success (failure) persistence. Using a dataset of publicly listed Indian manufacturing firms from 1995 to 2018, we find robust support for the above-proposed curvilinear relationships. Our findings highlight the non-linear, asymmetric influences of success and failure persistence on firm risk-taking and disclose the presence of strategic momentum effects. This study contributes to the research on a behavioral theory of the firm and performance feedback theory and offers managerial guideposts for handling success and failure.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48026857","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 : 2023-08-18DOI: 10.1177/14761270231193386
A. Rao, E. Mattarelli
In this study, we advance the literature on ambidexterity by investigating how employees interpret and react to a multinational organization’s overarching strategic mandate to become ambidextrous. Our grounded model, based on qualitative data collected from 78 employees and managers in a multinational corporation, reveals that individuals vary in their experience of the innovation-efficiency tension as either a dilemma marked by cognitive dissonance and charged with negative emotions or as a paradox lived as a stimulating challenge rife with positive emotions. Our findings further reveal a multiplicity of proactive responses, such as innovation via integration and segmentation, and conservative responses, including trivializing, rationalizing, and resisting innovation. We detail how this variation in experiences and responses is dependent on individuals’ understanding of the complexity of the global environment, and their relationships in the proximal context supportive of innovation. Our model extends our understanding of ambidexterity in multinational enterprises by bridging the macro-micro divide between the organizational strategic mandate and individuals’ cognitive, emotional and behavioral responses, consequently revealing how ambidexterity unfolds across levels in a global organization.
{"title":"EXPRESS: Reacting to the Ambidexterity Mandate: How Experienced Tensions and Cognitive Dissonance Influence Innovative Behaviors in a Global Organization","authors":"A. Rao, E. Mattarelli","doi":"10.1177/14761270231193386","DOIUrl":"https://doi.org/10.1177/14761270231193386","url":null,"abstract":"In this study, we advance the literature on ambidexterity by investigating how employees interpret and react to a multinational organization’s overarching strategic mandate to become ambidextrous. Our grounded model, based on qualitative data collected from 78 employees and managers in a multinational corporation, reveals that individuals vary in their experience of the innovation-efficiency tension as either a dilemma marked by cognitive dissonance and charged with negative emotions or as a paradox lived as a stimulating challenge rife with positive emotions. Our findings further reveal a multiplicity of proactive responses, such as innovation via integration and segmentation, and conservative responses, including trivializing, rationalizing, and resisting innovation. We detail how this variation in experiences and responses is dependent on individuals’ understanding of the complexity of the global environment, and their relationships in the proximal context supportive of innovation. Our model extends our understanding of ambidexterity in multinational enterprises by bridging the macro-micro divide between the organizational strategic mandate and individuals’ cognitive, emotional and behavioral responses, consequently revealing how ambidexterity unfolds across levels in a global organization.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2023-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47013316","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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