Pub Date : 2022-12-14DOI: 10.1177/14761270221145567
Junyeong Lee, Sangchan Park, Heeseok Lee
Although research on open collaboration for innovation has generally focused on the voluntary participation of individuals who are not strictly governed by formal authority concentrated at higher levels of organizational hierarchy, more recent studies highlight the importance of exploring how their tasks should be organized in order to enhance performance outcomes. This study extends this line of work by conceptualizing polyarchy as a decentralized decision-making structure that directs how core members of a project team screen a large collection of novel ideas generated by team members, and empirically examining whether and how polyarchy affects task completion time. In the context of online projects for open source software development at GitHub, we find that a polyarchical decision-making structure reduces task completion time. Closer examination also shows that this positive effect on decision-making speed becomes stronger when tasks are explorative rather than exploitative in nature. Implications for open, distributed models of innovation and non-traditional forms of decision-making structures are discussed.
{"title":"EXPRESS: Polyarchy and Project Performance in Open, Distributed Forms of Innovation","authors":"Junyeong Lee, Sangchan Park, Heeseok Lee","doi":"10.1177/14761270221145567","DOIUrl":"https://doi.org/10.1177/14761270221145567","url":null,"abstract":"Although research on open collaboration for innovation has generally focused on the voluntary participation of individuals who are not strictly governed by formal authority concentrated at higher levels of organizational hierarchy, more recent studies highlight the importance of exploring how their tasks should be organized in order to enhance performance outcomes. This study extends this line of work by conceptualizing polyarchy as a decentralized decision-making structure that directs how core members of a project team screen a large collection of novel ideas generated by team members, and empirically examining whether and how polyarchy affects task completion time. In the context of online projects for open source software development at GitHub, we find that a polyarchical decision-making structure reduces task completion time. Closer examination also shows that this positive effect on decision-making speed becomes stronger when tasks are explorative rather than exploitative in nature. Implications for open, distributed models of innovation and non-traditional forms of decision-making structures are discussed.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49166612","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 : 2022-12-14DOI: 10.1177/14761270221142554
Joseph J. Cabral, Dinesh N Iyer, J. O’Brien
The behavioral theory of the firm (BTF) suggests that when performance falls below aspirations, firms engage in problemistic search for solutions to the performance shortfall. In this paper, we contend recent experience is a critical determinant of the search mode employed by the firm. With this foundation, we examine the boundary conditions of search and investigate whether central BTF concepts of coalitions, routines, and slack resources exacerbate or alleviate the effect of recent experience. We focus our theorizing and empirical tests on R&D search, and results confirm that a firm will generally only engage in a specific search mode in response to performance shortfalls if it has had recent experience with that activity. Examination of boundary conditions indicates that the influence of recent experience is: weaker for firms that have experience with other search modes; weaker for diversified firms; stronger for larger firms; and stronger for firms with more absorbed slack.
{"title":"EXPRESS: How the Ghosts of Past Experience Haunt Problemistic Search","authors":"Joseph J. Cabral, Dinesh N Iyer, J. O’Brien","doi":"10.1177/14761270221142554","DOIUrl":"https://doi.org/10.1177/14761270221142554","url":null,"abstract":"The behavioral theory of the firm (BTF) suggests that when performance falls below aspirations, firms engage in problemistic search for solutions to the performance shortfall. In this paper, we contend recent experience is a critical determinant of the search mode employed by the firm. With this foundation, we examine the boundary conditions of search and investigate whether central BTF concepts of coalitions, routines, and slack resources exacerbate or alleviate the effect of recent experience. We focus our theorizing and empirical tests on R&D search, and results confirm that a firm will generally only engage in a specific search mode in response to performance shortfalls if it has had recent experience with that activity. Examination of boundary conditions indicates that the influence of recent experience is: weaker for firms that have experience with other search modes; weaker for diversified firms; stronger for larger firms; and stronger for firms with more absorbed slack.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-12-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41586387","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 : 2022-12-12DOI: 10.1177/14761270221146450
Andrea Tunarosa
Understanding how the construction of a market category occurs is contingent upon a consideration of where it occurs. Yet extant research mostly depicts place as the backdrop against which market actors cognitively formulate claims about the meaning of a category. Drawing on an inductive historical study of over four decades of the US specialty coffee category, I induce an empirically grounded model of category construction through dynamic emplacement: actors’ ongoing efforts to ground category meanings in particular places and places’ ongoing heightening of the category’s credibility. This model reorients research away from an exclusive focus on socio-cognitive explanations that highlight claim-making and claim-evaluation as the drivers of category construction and, instead, recognizes that categories are also experienced and transformed materially. Dynamic emplacement unfolds as (1) actors anchor category meanings, shift material forms, and transpose the category to new meaning systems, and (2) places, as bundles of location, material forms, and meanings, become truth-spots—sites in which experiences of the category render “what ought to be” and, thus, what is central to the category. The study suggests that dynamic emplacement helps to address construction challenges, enabling the category to develop without losing its bearings.
{"title":"On solid grounds: Dynamic emplacement and category construction in US specialty coffee, 1974–2016","authors":"Andrea Tunarosa","doi":"10.1177/14761270221146450","DOIUrl":"https://doi.org/10.1177/14761270221146450","url":null,"abstract":"Understanding how the construction of a market category occurs is contingent upon a consideration of where it occurs. Yet extant research mostly depicts place as the backdrop against which market actors cognitively formulate claims about the meaning of a category. Drawing on an inductive historical study of over four decades of the US specialty coffee category, I induce an empirically grounded model of category construction through dynamic emplacement: actors’ ongoing efforts to ground category meanings in particular places and places’ ongoing heightening of the category’s credibility. This model reorients research away from an exclusive focus on socio-cognitive explanations that highlight claim-making and claim-evaluation as the drivers of category construction and, instead, recognizes that categories are also experienced and transformed materially. Dynamic emplacement unfolds as (1) actors anchor category meanings, shift material forms, and transpose the category to new meaning systems, and (2) places, as bundles of location, material forms, and meanings, become truth-spots—sites in which experiences of the category render “what ought to be” and, thus, what is central to the category. The study suggests that dynamic emplacement helps to address construction challenges, enabling the category to develop without losing its bearings.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"52 - 88"},"PeriodicalIF":4.9,"publicationDate":"2022-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47283154","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 : 2022-12-02DOI: 10.1177/14761270221143984
Sverre Ubisch, Pengfei Wang
While organization theorists have established the importance of typicality, most studies examine situations where producers and audiences dwell within the same category system (e.g. a country, industry, or market). However, much less attention is paid to the role of typicality when products are introduced from one system to another. Since defining what is typical is commonly system-specific, typical products in one category system may be perceived as being atypical in others. It is therefore important to understand how typicality shapes market exchanges when products traverse category systems. To shed light on this, we introduce two key concepts—home typicality and host typicality—and examine specifically how they affect the performance of products distributed across countries. By analyzing a large sample of films, we find that films are more successful in international markets, when they are more typical of their home countries and/or more atypical of their host countries.
{"title":"Typical products for outside audiences: The role of typicality when products traverse countries","authors":"Sverre Ubisch, Pengfei Wang","doi":"10.1177/14761270221143984","DOIUrl":"https://doi.org/10.1177/14761270221143984","url":null,"abstract":"While organization theorists have established the importance of typicality, most studies examine situations where producers and audiences dwell within the same category system (e.g. a country, industry, or market). However, much less attention is paid to the role of typicality when products are introduced from one system to another. Since defining what is typical is commonly system-specific, typical products in one category system may be perceived as being atypical in others. It is therefore important to understand how typicality shapes market exchanges when products traverse category systems. To shed light on this, we introduce two key concepts—home typicality and host typicality—and examine specifically how they affect the performance of products distributed across countries. By analyzing a large sample of films, we find that films are more successful in international markets, when they are more typical of their home countries and/or more atypical of their host countries.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"248 - 279"},"PeriodicalIF":4.9,"publicationDate":"2022-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44967701","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 : 2022-11-21DOI: 10.1177/14761270221142959
J. Harvey
Scanning the environment for information about competitors, technology trends, or customer needs allows firms to sense opportunities and threats, which supports dynamic capabilities and helps firms remain competitive over time. There has been significant theoretical development on the cognitive antecedents of dynamic capabilities—so-called dynamic managerial capabilities. In this study, I propose a novel mechanism through which managerial cognition can scale to a collective level in support of sensing capabilities and consider how organizational design may influence this relationship. Specifically, I posit that high-construal managers engage in more environmental scanning than low-construal managers do, because their mental horizons are broader and encompass further alternatives, and that over time their behavior is modeled by their team. I also suggest that managers’ degree of task-related interdependence with peer managers across the firm influences the direction of this relationship, with low interdependence reversing it. I find support for my theory using multiple-source, time-lagged data gathered from 88 managers and their team, thereby offering key implications for theory and practice.
{"title":"EXPRESS: Microfoundations of Sensing Capabilities: From Managerial Cognition to Team Behavior","authors":"J. Harvey","doi":"10.1177/14761270221142959","DOIUrl":"https://doi.org/10.1177/14761270221142959","url":null,"abstract":"Scanning the environment for information about competitors, technology trends, or customer needs allows firms to sense opportunities and threats, which supports dynamic capabilities and helps firms remain competitive over time. There has been significant theoretical development on the cognitive antecedents of dynamic capabilities—so-called dynamic managerial capabilities. In this study, I propose a novel mechanism through which managerial cognition can scale to a collective level in support of sensing capabilities and consider how organizational design may influence this relationship. Specifically, I posit that high-construal managers engage in more environmental scanning than low-construal managers do, because their mental horizons are broader and encompass further alternatives, and that over time their behavior is modeled by their team. I also suggest that managers’ degree of task-related interdependence with peer managers across the firm influences the direction of this relationship, with low interdependence reversing it. I find support for my theory using multiple-source, time-lagged data gathered from 88 managers and their team, thereby offering key implications for theory and practice.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"1 1","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65903641","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 : 2022-11-18DOI: 10.1177/14761270221142291
L. Buchter
Research at the intersection of social movements and categories has stressed how movements initiate and transform categories that influence the emergence, downfall, and restructuring of markets and industries. Yet, this literature tends to underestimate how social movement organizations are under pressure to align with powerful regulatory categories. This pressure is emplaced, depending on ideology and laws, and can be avoided by adopting reformist strategies and engaging in category work in free spaces. I discuss how Rainbow, a nonprofit organization, while seemingly aligned with the state-imposed categories of “underprivileged neighborhoods” and “diversity,” sought in practice to reform the meanings of these categories to address racism and islamophobia. Through ethnography, interviews, and textual analysis, I demonstrate how social movements facing pressure to comply with regulatory categories can engage in category reform, challenging the substance of these categories in free spaces and altering their meanings, while buffering oppositions through reformist strategies.
{"title":"Addressing racism and Islamophobia under the rules of colorblindness: When social movements engage in category work to reform the meanings of regulatory categories","authors":"L. Buchter","doi":"10.1177/14761270221142291","DOIUrl":"https://doi.org/10.1177/14761270221142291","url":null,"abstract":"Research at the intersection of social movements and categories has stressed how movements initiate and transform categories that influence the emergence, downfall, and restructuring of markets and industries. Yet, this literature tends to underestimate how social movement organizations are under pressure to align with powerful regulatory categories. This pressure is emplaced, depending on ideology and laws, and can be avoided by adopting reformist strategies and engaging in category work in free spaces. I discuss how Rainbow, a nonprofit organization, while seemingly aligned with the state-imposed categories of “underprivileged neighborhoods” and “diversity,” sought in practice to reform the meanings of these categories to address racism and islamophobia. Through ethnography, interviews, and textual analysis, I demonstrate how social movements facing pressure to comply with regulatory categories can engage in category reform, challenging the substance of these categories in free spaces and altering their meanings, while buffering oppositions through reformist strategies.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"149 - 185"},"PeriodicalIF":4.9,"publicationDate":"2022-11-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43627597","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 : 2022-11-14DOI: 10.1177/14761270221141054
Hongwei Xu
Motivated by general theoretical ideas about the societal consequences of diversity among organizations, I examine how the diversity of organizational forms in a local community shapes the formation of its museums. I argue that the diversity of organizations that cut cross major community segregation lines helps to integrate a community and consequently enhances its ability to act collectively, in this instance to create a museum to serve the community. In contrast, the diversity of organizations that are confined to the major segregation lines widens community cleavage and decreases the community’s ability to establish a museum collectively. Empirically, I investigate how diversity in the local press affected the formation of museums in American counties from 1872 to 1976. The findings provide empirical support for my theory. I find that the diversity of general appeal newspapers has a positive relationship with the formation of museums, implying the integrating effects of general appeal newspapers that cut across boundaries of race and ethnicity, the dominant segregation lines in US communities. In contrast, there is a negative relationship between ethnic newspaper diversity and museum formation, showing the segregating effects of ethnic newspapers by race and ethnicity. I conclude the study with a discussion of its implications for a general research program on how organizational diversity shapes social interaction patterns in a community, and consequently influences the community’s civic engagement for public good.
{"title":"Integration versus segregation: Newspaper diversity and museum formation in US local communities 1872–1976","authors":"Hongwei Xu","doi":"10.1177/14761270221141054","DOIUrl":"https://doi.org/10.1177/14761270221141054","url":null,"abstract":"Motivated by general theoretical ideas about the societal consequences of diversity among organizations, I examine how the diversity of organizational forms in a local community shapes the formation of its museums. I argue that the diversity of organizations that cut cross major community segregation lines helps to integrate a community and consequently enhances its ability to act collectively, in this instance to create a museum to serve the community. In contrast, the diversity of organizations that are confined to the major segregation lines widens community cleavage and decreases the community’s ability to establish a museum collectively. Empirically, I investigate how diversity in the local press affected the formation of museums in American counties from 1872 to 1976. The findings provide empirical support for my theory. I find that the diversity of general appeal newspapers has a positive relationship with the formation of museums, implying the integrating effects of general appeal newspapers that cut across boundaries of race and ethnicity, the dominant segregation lines in US communities. In contrast, there is a negative relationship between ethnic newspaper diversity and museum formation, showing the segregating effects of ethnic newspapers by race and ethnicity. I conclude the study with a discussion of its implications for a general research program on how organizational diversity shapes social interaction patterns in a community, and consequently influences the community’s civic engagement for public good.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"116 - 148"},"PeriodicalIF":4.9,"publicationDate":"2022-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48220828","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 : 2022-11-11DOI: 10.1177/14761270221139760
Pengfei Wang
Prior literature has emphasized that inconsistency of market signals leads to evaluation penalty. However, limited attention has been paid to the heterogeneity of audiences who deal with inconsistency. I argue that audiences differ in the extent to which they process different market signals, which may largely shape the effect of signal inconsistency. When audiences fail to process all signals, they may not perceive signal inconsistency, thereby weakening its effect on product evaluation. It is hence important to investigate audience heterogeneity in theorizing signal inconsistency. In this study, I focus on the distinction between two important audience groups: professional critics and end consumers. Specifically, I argue that signal inconsistency exerts a stronger effect on critics’ evaluations than on consumers’ evaluations, because critics are more likely than consumers to process various market signals. I argue further that critics can act as an important intermediary to bridge the effect of signal inconsistency on consumers, even though consumers may not process all signals themselves. I test these ideas in a sample of video games released between 2001 and 2016 and find general support.
{"title":"EXPRESS: Looking into the Past: Audience Heterogeneity and the Inconsistency of Market Signals","authors":"Pengfei Wang","doi":"10.1177/14761270221139760","DOIUrl":"https://doi.org/10.1177/14761270221139760","url":null,"abstract":"Prior literature has emphasized that inconsistency of market signals leads to evaluation penalty. However, limited attention has been paid to the heterogeneity of audiences who deal with inconsistency. I argue that audiences differ in the extent to which they process different market signals, which may largely shape the effect of signal inconsistency. When audiences fail to process all signals, they may not perceive signal inconsistency, thereby weakening its effect on product evaluation. It is hence important to investigate audience heterogeneity in theorizing signal inconsistency. In this study, I focus on the distinction between two important audience groups: professional critics and end consumers. Specifically, I argue that signal inconsistency exerts a stronger effect on critics’ evaluations than on consumers’ evaluations, because critics are more likely than consumers to process various market signals. I argue further that critics can act as an important intermediary to bridge the effect of signal inconsistency on consumers, even though consumers may not process all signals themselves. I test these ideas in a sample of video games released between 2001 and 2016 and find general support.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49397357","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 : 2022-11-01DOI: 10.1177/14761270221137160
O. Alexy, L. Berchicci, Glen Dowell, P. Jarzabkowski, A. Langley, Caterina Moschieri, Amit Nigam
By their own account, Joel Baum, Royston Greenwood, and Dev Jennings (Baum et al., 2022) founded Strategic Organization 20 years ago to counter what they saw as a disturbing trend. Namely, they perceived that scholarship on strategy and scholarship on organization were becoming increasingly separate, leading to distinct journals, professional associations, and research agendas underpinned by different disciplines (economics vs sociology), and differentially dominant in different areas of the world. Believing that this increasing differentiation might lead to impoverished understanding of important phenomena, Strategic Organization’s founding mission was to support convergence at the intersection of strategy and organization, bridging disciplines, methods, perspectives, and geographies. Since then, although Strategic Organization has grown and evolved, it has remained faithful to its founding mission as reflected in the content of regular issues, in the mix of intellectual backgrounds of our editors and editorial board, and in our special issue themes that inhabit and enrich the intersection between strategy and organization theory. These themes include, for example, “Strategic responses to institutional complexity” (Vermeulen et al., 2016); “Firms, crowds and innovation” (Felin et al., 2017); “Exploring the strategy-identity nexus” (Ravasi et al., 2020); “Temporal work: The strategic organization of time” (Bansal et al., 2022); “Categories and place: Identities, materiality and movements” (forthcoming) (David et al., 2020); “Research frontiers on the attention-based view of the firm” (forthcoming) (Ocasio et al., 2021); and “Impact driven strategy research for grand challenges” (deadline for submissions 30 November 2022) (Williams et al., 2022). The So!apbox Essay format is another long-standing tradition at Strategic Organization, launched in 2003 by the founding editors who described the format in their opening editorial as follows:
根据他们自己的说法，Joel Baum、Royston Greenwood和Dev Jennings（Baum et al.，2022）在20年前成立了战略组织，以应对他们认为令人不安的趋势。也就是说，他们认为战略学术和组织学术正变得越来越分离，导致了不同学科（经济学与社会学）支持的不同期刊、专业协会和研究议程，并在世界不同领域具有不同的主导地位。战略组织相信这种日益加剧的差异可能会导致对重要现象的理解不足，其成立使命是支持战略和组织交叉点的融合，将学科、方法、视角和地理联系起来。从那时起，尽管《战略组织》不断发展壮大，但它仍然忠实于其创始使命，这体现在定期刊的内容、编辑和编委会的知识背景，以及我们的特刊主题中，这些主题栖息并丰富了战略与组织理论的交叉点。例如，这些主题包括“应对体制复杂性的战略对策”（Vermeulen等人，2016）；“企业、人群与创新”（Felin et al.，2017）；“探索战略-身份关系”（Ravasi et al.，2020）；“时间工作：时间的战略组织”（Bansal等人，2022）；“类别和地点：身份、实质性和运动”（即将出版）（David等人，2020）；“公司基于注意力的观点的研究前沿”（即将出版）（Ocasio等人，2021）；以及“应对重大挑战的影响驱动战略研究”（提交截止日期2022年11月30日）（Williams等人，2022）。So！apbox论文格式是战略组织的另一个长期传统，由创始编辑于2003年推出，他们在开幕社论中描述了这种格式如下：
{"title":"SO! Far, SO! Good: Strategic Organization at 20","authors":"O. Alexy, L. Berchicci, Glen Dowell, P. Jarzabkowski, A. Langley, Caterina Moschieri, Amit Nigam","doi":"10.1177/14761270221137160","DOIUrl":"https://doi.org/10.1177/14761270221137160","url":null,"abstract":"By their own account, Joel Baum, Royston Greenwood, and Dev Jennings (Baum et al., 2022) founded Strategic Organization 20 years ago to counter what they saw as a disturbing trend. Namely, they perceived that scholarship on strategy and scholarship on organization were becoming increasingly separate, leading to distinct journals, professional associations, and research agendas underpinned by different disciplines (economics vs sociology), and differentially dominant in different areas of the world. Believing that this increasing differentiation might lead to impoverished understanding of important phenomena, Strategic Organization’s founding mission was to support convergence at the intersection of strategy and organization, bridging disciplines, methods, perspectives, and geographies. Since then, although Strategic Organization has grown and evolved, it has remained faithful to its founding mission as reflected in the content of regular issues, in the mix of intellectual backgrounds of our editors and editorial board, and in our special issue themes that inhabit and enrich the intersection between strategy and organization theory. These themes include, for example, “Strategic responses to institutional complexity” (Vermeulen et al., 2016); “Firms, crowds and innovation” (Felin et al., 2017); “Exploring the strategy-identity nexus” (Ravasi et al., 2020); “Temporal work: The strategic organization of time” (Bansal et al., 2022); “Categories and place: Identities, materiality and movements” (forthcoming) (David et al., 2020); “Research frontiers on the attention-based view of the firm” (forthcoming) (Ocasio et al., 2021); and “Impact driven strategy research for grand challenges” (deadline for submissions 30 November 2022) (Williams et al., 2022). The So!apbox Essay format is another long-standing tradition at Strategic Organization, launched in 2003 by the founding editors who described the format in their opening editorial as follows:","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"677 - 682"},"PeriodicalIF":4.9,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47007378","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 : 2022-10-16DOI: 10.1177/14761270221134985
Renfei Gao, Geoffrey P. Martin, H. Hu, J. Lu
Firm political connections are widely recognized to have both positive and negative implications, but why do firms build political connections in the first place? Distinct from prior research that typically views firm political connections as capital stock, we focus on board political capital building—selecting new directors with political backgrounds (PBs)—as a strategic decision. Drawing on the behavioral theory of the firm (BTOF), we examine how board political capital building is driven by performance shortfalls based on the logic of problemistic search—seeking the potential benefits of political connections while undertaking the potential downsides. Using director selection data on Chinese listed firms, we find that firms with higher performance shortfalls are more inclined to select new independent directors (IDs) with PBs. We further demonstrate that it is more feasible for firms with performance shortfalls to build lower-level board political capital but infeasible for them to build upper-level political capital.
{"title":"EXPRESS: Why Embrace a Double-Edged Sword? A Behavioral Theory of Board Political Capital Building","authors":"Renfei Gao, Geoffrey P. Martin, H. Hu, J. Lu","doi":"10.1177/14761270221134985","DOIUrl":"https://doi.org/10.1177/14761270221134985","url":null,"abstract":"Firm political connections are widely recognized to have both positive and negative implications, but why do firms build political connections in the first place? Distinct from prior research that typically views firm political connections as capital stock, we focus on board political capital building—selecting new directors with political backgrounds (PBs)—as a strategic decision. Drawing on the behavioral theory of the firm (BTOF), we examine how board political capital building is driven by performance shortfalls based on the logic of problemistic search—seeking the potential benefits of political connections while undertaking the potential downsides. Using director selection data on Chinese listed firms, we find that firms with higher performance shortfalls are more inclined to select new independent directors (IDs) with PBs. We further demonstrate that it is more feasible for firms with performance shortfalls to build lower-level board political capital but infeasible for them to build upper-level political capital.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42900653","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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