Pub Date : 2023-06-29DOI: 10.1177/14761270231187090
D. Mack, Theresa S. Cho, A. Yi
While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentional engagement—that is, the extent to which attention allocation is focused and/or consistent over time—influence the organization’s formulation of strategic responses to discontinuous change. We advance a situated perspective on attentional engagement by suggesting how the type of learning and cognitive processes are situated in different attentional-engagement structures, and can, in turn, lead to heterogeneous strategic responses to the same discontinuous change. Specifically, we formulate a theoretical model elaborating how varied levels of attentional focus and attentional consistency affect whether organizations respond by breaking, reinforcing, hedging, or maintaining the status quo. Subsequently, we develop and test our arguments using a dataset covering U.S. banking firms from 2002 to 2010—a period that includes the U.S. housing crisis.
{"title":"EXPRESS: Attentional Engagement and Strategic Responses to Discontinuous Environmental Change: Evidence from the U.S. Banking Industry","authors":"D. Mack, Theresa S. Cho, A. Yi","doi":"10.1177/14761270231187090","DOIUrl":"https://doi.org/10.1177/14761270231187090","url":null,"abstract":"While prior research has established a link between the attention an organization allocates to the external environment and its adaptations to environmental change, the nature of the cognitive processes that underlie this link remains underexamined. In this study, we explore how patterns of attentional engagement—that is, the extent to which attention allocation is focused and/or consistent over time—influence the organization’s formulation of strategic responses to discontinuous change. We advance a situated perspective on attentional engagement by suggesting how the type of learning and cognitive processes are situated in different attentional-engagement structures, and can, in turn, lead to heterogeneous strategic responses to the same discontinuous change. Specifically, we formulate a theoretical model elaborating how varied levels of attentional focus and attentional consistency affect whether organizations respond by breaking, reinforcing, hedging, or maintaining the status quo. Subsequently, we develop and test our arguments using a dataset covering U.S. banking firms from 2002 to 2010—a period that includes the U.S. housing crisis.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42128500","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 : 2023-06-24DOI: 10.1177/14761270231184225
David B Wangrow, Kalin D. Kolev, Margaret Hughes-Morgan
As part of society’s motivation to address racial and ethnic disparities, scholars have examined racial/ethnic minorities’ underrepresentation in organizations’ upper echelons. However, prior research on minority executive dismissal has yielded equivocal findings. We draw on leadership categorization theory and token status theory to hypothesize that, under conditions of greater ambiguity and uncertainty, the likelihood of dismissal differs for White and non-White executives. Using a sample of NCAA Division 1 college basketball coaches over an 18-year period, we find overall support for our theorizing – lower financial support, low prestige power, and greater strategic change increase the chances of non-White executives being dismissed. Our findings have important implications for minority executive dismissal research and point to potential remedies that organizations can implement to reduce stereotyping and bias against non-White executives.
{"title":"EXPRESS: Disparities in Minority Executive Dismissal: A Contingency Perspective","authors":"David B Wangrow, Kalin D. Kolev, Margaret Hughes-Morgan","doi":"10.1177/14761270231184225","DOIUrl":"https://doi.org/10.1177/14761270231184225","url":null,"abstract":"As part of society’s motivation to address racial and ethnic disparities, scholars have examined racial/ethnic minorities’ underrepresentation in organizations’ upper echelons. However, prior research on minority executive dismissal has yielded equivocal findings. We draw on leadership categorization theory and token status theory to hypothesize that, under conditions of greater ambiguity and uncertainty, the likelihood of dismissal differs for White and non-White executives. Using a sample of NCAA Division 1 college basketball coaches over an 18-year period, we find overall support for our theorizing – lower financial support, low prestige power, and greater strategic change increase the chances of non-White executives being dismissed. Our findings have important implications for minority executive dismissal research and point to potential remedies that organizations can implement to reduce stereotyping and bias against non-White executives.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-06-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44147213","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 : 2023-06-15DOI: 10.1177/14761270231184616
Anna Plotnikova, K. Pandza, R. Whittington
Organizations’ attention structures are traditionally perceived as stable ‘pipes and prisms’ representing organizational communication and procedural channels. Changes in attention structures are typically attributed to top-down interventions. In this study we extend the ‘dynamic Attention Based View’ by demonstrating first that attention structures are plastic and second that they can be ‘bent’ through bottom-up adaptations of communication channels previously designed from the top. Using a single case study of the large telecommunication corporation Ericsson, we show how mid-level organizational actors manifest distinct forms of agency in reacting to adverse changes in attention structures: projective agency and iterational agency. Organizational actors regain influence over the strategy-making process through two practices: reinvention (the projective agency of adding new channels) and renewal (the iterational agency of restoring old channels).
{"title":"EXPRESS: Bending the Pipes: Regaining Attention through Reinvention and Renewal","authors":"Anna Plotnikova, K. Pandza, R. Whittington","doi":"10.1177/14761270231184616","DOIUrl":"https://doi.org/10.1177/14761270231184616","url":null,"abstract":"Organizations’ attention structures are traditionally perceived as stable ‘pipes and prisms’ representing organizational communication and procedural channels. Changes in attention structures are typically attributed to top-down interventions. In this study we extend the ‘dynamic Attention Based View’ by demonstrating first that attention structures are plastic and second that they can be ‘bent’ through bottom-up adaptations of communication channels previously designed from the top. Using a single case study of the large telecommunication corporation Ericsson, we show how mid-level organizational actors manifest distinct forms of agency in reacting to adverse changes in attention structures: projective agency and iterational agency. Organizational actors regain influence over the strategy-making process through two practices: reinvention (the projective agency of adding new channels) and renewal (the iterational agency of restoring old channels).","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48740055","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 : 2023-06-09DOI: 10.1177/14761270231183441
Caroline A. Bartel, Kevin W. Rockmann
Interpersonal relationships among organization members based on trust, disclosure, and mutual respect are an important capability that organizations need to be resilient in times of crisis. Using the attention-based view (ABV), we theorize how the attention paid to interpersonal relationships among top managers continually shapes and is shaped by the quality of relationships that emerge at the unit level. We leverage the ABV to theorize how different patterns of attention are associated with configurations of structures for building interpersonal relationships, with the resulting patterns of behavior producing distinct relational systems. We contrast three relational system archetypes: relational advocacy, relational antipathy, and what we argue is the most common but least understood and most likely to weaken organizational resilience — relational indifference. These systems are theorized as central to the attentional infrastructure of the organization, impacting its capacity for attentional stability and coherence on emergent issues. The proposed framework offers a novel view of organizational resilience and interpersonal relationships with notable contributions to multiple research domains and to practice.
{"title":"EXPRESS: The Disease of Indifference: How Relational Systems Provide the Attentional Infrastructure for Organizational Resilience","authors":"Caroline A. Bartel, Kevin W. Rockmann","doi":"10.1177/14761270231183441","DOIUrl":"https://doi.org/10.1177/14761270231183441","url":null,"abstract":"Interpersonal relationships among organization members based on trust, disclosure, and mutual respect are an important capability that organizations need to be resilient in times of crisis. Using the attention-based view (ABV), we theorize how the attention paid to interpersonal relationships among top managers continually shapes and is shaped by the quality of relationships that emerge at the unit level. We leverage the ABV to theorize how different patterns of attention are associated with configurations of structures for building interpersonal relationships, with the resulting patterns of behavior producing distinct relational systems. We contrast three relational system archetypes: relational advocacy, relational antipathy, and what we argue is the most common but least understood and most likely to weaken organizational resilience — relational indifference. These systems are theorized as central to the attentional infrastructure of the organization, impacting its capacity for attentional stability and coherence on emergent issues. The proposed framework offers a novel view of organizational resilience and interpersonal relationships with notable contributions to multiple research domains and to practice.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41366988","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 : 2023-05-29DOI: 10.1177/14761270231181186
M. K. Chin, Abhijith G. Acharya, Cynthia E. Devers
A debate surrounds the utility of tournament theory prescription for the pay arrangements of top executives, based on competing perspectives on the relationship between vertical pay disparities and important firm outcomes. In this study, we attempt to reconcile the competing perspectives by offering a contingency view of the utility of tournament theory prescriptions. We integrate insights from the person pay interaction theory with research on political ideology to show how top executive's individual and TMT’s team-level political ideology shapes the relationship between vertical pay disparities and top executive departure and firm performance. Using data on U.S. public firms, we find that liberal-leaning top executives are more likely to exit the firm at the higher levels than at lower levels of vertical pay disparity, whereas conservative-leaning top executives are more likely to exit the firm at the lower levels than at higher levels of vertical pay disparity. Furthermore, liberal-leaning TMTs perform better at the lower levels than at higher levels of vertical pay disparity, whereas conservative-leaning TMTs perform better at the higher levels than at lower levels of vertical pay disparity. We discuss the implications of these findings for the literature on executive compensation, corporate governance, and executive values.
{"title":"EXPRESS: Different Strokes for Different Folks: The Moderating Effect of Top Managers’ Political Ideologies on the Efficacy of TMT Vertical Pay Disparities","authors":"M. K. Chin, Abhijith G. Acharya, Cynthia E. Devers","doi":"10.1177/14761270231181186","DOIUrl":"https://doi.org/10.1177/14761270231181186","url":null,"abstract":"A debate surrounds the utility of tournament theory prescription for the pay arrangements of top executives, based on competing perspectives on the relationship between vertical pay disparities and important firm outcomes. In this study, we attempt to reconcile the competing perspectives by offering a contingency view of the utility of tournament theory prescriptions. We integrate insights from the person pay interaction theory with research on political ideology to show how top executive's individual and TMT’s team-level political ideology shapes the relationship between vertical pay disparities and top executive departure and firm performance. Using data on U.S. public firms, we find that liberal-leaning top executives are more likely to exit the firm at the higher levels than at lower levels of vertical pay disparity, whereas conservative-leaning top executives are more likely to exit the firm at the lower levels than at higher levels of vertical pay disparity. Furthermore, liberal-leaning TMTs perform better at the lower levels than at higher levels of vertical pay disparity, whereas conservative-leaning TMTs perform better at the higher levels than at lower levels of vertical pay disparity. We discuss the implications of these findings for the literature on executive compensation, corporate governance, and executive values.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47518290","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 : 2023-04-21DOI: 10.1177/14761270231167005
O. Alexy, L. Berchicci, P. Jarzabkowski
This collection of essays is organized around the topic of theorizing in the field of entrepreneurship. It is motivated by authors with an interest in seeing entrepreneurship scholarship move beyond explaining phenomena or research contexts to considering the unique contributions that a theory of entrepreneurship might make. As editors, we were keen to take this interest forward at Strategic Organization. We see discussions over conceptual boundaries
{"title":"The buzzing, blooming, (potentially) confusing field of theory development in entrepreneurship research","authors":"O. Alexy, L. Berchicci, P. Jarzabkowski","doi":"10.1177/14761270231167005","DOIUrl":"https://doi.org/10.1177/14761270231167005","url":null,"abstract":"This collection of essays is organized around the topic of theorizing in the field of entrepreneurship. It is motivated by authors with an interest in seeing entrepreneurship scholarship move beyond explaining phenomena or research contexts to considering the unique contributions that a theory of entrepreneurship might make. As editors, we were keen to take this interest forward at Strategic Organization. We see discussions over conceptual boundaries","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65903261","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 : 2023-04-01DOI: 10.1177/14761270231163105
Richard J. Arend
This So!apbox Forum’s essays relating to the state of entrepreneurship theory are collectively and briefly assessed and summarized by considering their substantive areas of agreement and disagreement, as well as their projections for how such theory can progress and add even more value to society in the future.
{"title":"So, entrepreneurship theory—agreements, criticisms and promises [aka our tent, our circus, our next act]","authors":"Richard J. Arend","doi":"10.1177/14761270231163105","DOIUrl":"https://doi.org/10.1177/14761270231163105","url":null,"abstract":"This So!apbox Forum’s essays relating to the state of entrepreneurship theory are collectively and briefly assessed and summarized by considering their substantive areas of agreement and disagreement, as well as their projections for how such theory can progress and add even more value to society in the future.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47754276","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 : 2023-03-31DOI: 10.1177/14761270231168218
M. Regele
Organizations are increasingly adopting “purposes beyond profit” that combine aspirational social aims with profit goals. Often, however, the social aims seem to be subordinated to profit goals when business strategies are implemented. This study builds new theory about why this is the case through an inductive, ethnographic investigation of a textbook company adopting a purpose beyond profit. I find employees first responded to the new purpose by engaging in individual meaning making. The resulting meanings shaped interactions with colleagues and allowed career-oriented employees to misappropriate the beyond profit elements of purpose for personal gain. As a result, a significant divide emerged between how the beyond profit elements of purpose were discussed and the mostly superficial ways in which they were pursued. Together these findings highlight previously unrecognized implications of adopting a purpose beyond profit and why the achievement of associated social aims may be rare.
{"title":"EXPRESS: What’s the Purpose? Meaning Making, Sensemaking, and the (Mis)appropriation of Purpose Beyond Profit","authors":"M. Regele","doi":"10.1177/14761270231168218","DOIUrl":"https://doi.org/10.1177/14761270231168218","url":null,"abstract":"Organizations are increasingly adopting “purposes beyond profit” that combine aspirational social aims with profit goals. Often, however, the social aims seem to be subordinated to profit goals when business strategies are implemented. This study builds new theory about why this is the case through an inductive, ethnographic investigation of a textbook company adopting a purpose beyond profit. I find employees first responded to the new purpose by engaging in individual meaning making. The resulting meanings shaped interactions with colleagues and allowed career-oriented employees to misappropriate the beyond profit elements of purpose for personal gain. As a result, a significant divide emerged between how the beyond profit elements of purpose were discussed and the mostly superficial ways in which they were pursued. Together these findings highlight previously unrecognized implications of adopting a purpose beyond profit and why the achievement of associated social aims may be rare.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41340995","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 : 2023-03-29DOI: 10.1177/14761270231169103
Matthew C. B. Lyle, Ashley S Hockensmith, I. Walsh
While prior research suggests that novel ventures not yet present in a given geographic community might threaten reflective aspects of community identity (i.e., materiality and rhetoric), it has yet to explain the divergent outcomes they might engender. In this paper, we develop a comparative case study of comparable communities where recreational cannabis dispensaries were founded and underlaid a noticeably different effect on identity reflections. Our findings suggest that different threat interpretations – founded in communal characterizations of history – spur theoretically similar yet descriptively different processes through which these elements co-evolve. Furthermore, these processes involve a wide range of actors and occur irrespective of the venture’s ultimate influence on reflections of community identity.
{"title":"EXPRESS: Up in Smoke? The Lingering Influence of History on Community Identity Dynamics","authors":"Matthew C. B. Lyle, Ashley S Hockensmith, I. Walsh","doi":"10.1177/14761270231169103","DOIUrl":"https://doi.org/10.1177/14761270231169103","url":null,"abstract":"While prior research suggests that novel ventures not yet present in a given geographic community might threaten reflective aspects of community identity (i.e., materiality and rhetoric), it has yet to explain the divergent outcomes they might engender. In this paper, we develop a comparative case study of comparable communities where recreational cannabis dispensaries were founded and underlaid a noticeably different effect on identity reflections. Our findings suggest that different threat interpretations – founded in communal characterizations of history – spur theoretically similar yet descriptively different processes through which these elements co-evolve. Furthermore, these processes involve a wide range of actors and occur irrespective of the venture’s ultimate influence on reflections of community identity.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49652561","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 : 2023-03-17DOI: 10.1177/14761270231165356
T. Vuori
This essay integrates emotions into the attention-based view of the firm to enhance the theory’s explanatory power and open a generative path for future research. Organizational structures and communicative practices shape organization leaders’ and members’ emotions. These emotions influence their attentional engagement. Structures and communicative practices shape emotions via two main paths: (1) perceived issue or initiative characteristics, which influence organization leaders’ and members’ specific emotions toward the issue and initiative, and (2) the socially constructed context for interaction about the issue or initiative, which influences the emotional energy leaders and members associate with the issue or initiative. The resulting emotions influence attentional engagement over three time horizons: immediately in the triggering situation, recurringly after the triggering situation, and through the creation of additional structures and practices that influence attentional engagement.
{"title":"EXPRESS: Emotions and Attentional Engagement in the Attention-Based View of the Firm","authors":"T. Vuori","doi":"10.1177/14761270231165356","DOIUrl":"https://doi.org/10.1177/14761270231165356","url":null,"abstract":"This essay integrates emotions into the attention-based view of the firm to enhance the theory’s explanatory power and open a generative path for future research. Organizational structures and communicative practices shape organization leaders’ and members’ emotions. These emotions influence their attentional engagement. Structures and communicative practices shape emotions via two main paths: (1) perceived issue or initiative characteristics, which influence organization leaders’ and members’ specific emotions toward the issue and initiative, and (2) the socially constructed context for interaction about the issue or initiative, which influences the emotional energy leaders and members associate with the issue or initiative. The resulting emotions influence attentional engagement over three time horizons: immediately in the triggering situation, recurringly after the triggering situation, and through the creation of additional structures and practices that influence attentional engagement.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2023-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42619336","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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