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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
Pub Date : 2022-10-07DOI: 10.1177/14761270221134287
R. David, Y. Lee
The market categories literature is reaching the adolescent stage. To ‘look forward’ and chart the next stages of this literature’s growth, we first need to ‘look back’ at what we have learned so far. We thus begin with a systematic review of the literature on market categories from the 1990s to the present. Our search of leading management and sociology journals yielded 100 empirical papers, which we group into eight themes. We then discuss in more detail the findings under the top three of these themes: category spanning, new category construction and category change. Based on our review, we then ‘look forward’ and offer suggestions for future research on market categories. Specifically, we call for more explicit attention to (1) agency, particularly in studies of category spanning, (2) market categories at the intersection of multiple institutional logics, (3) market categories as an outcome rather than antecedent and (4) construct clarity and consistency. We hope these recommendations will ensure a long and healthy future for this burgeoning literature.
{"title":"The short history and long future of research on market categories","authors":"R. David, Y. Lee","doi":"10.1177/14761270221134287","DOIUrl":"https://doi.org/10.1177/14761270221134287","url":null,"abstract":"The market categories literature is reaching the adolescent stage. To ‘look forward’ and chart the next stages of this literature’s growth, we first need to ‘look back’ at what we have learned so far. We thus begin with a systematic review of the literature on market categories from the 1990s to the present. Our search of leading management and sociology journals yielded 100 empirical papers, which we group into eight themes. We then discuss in more detail the findings under the top three of these themes: category spanning, new category construction and category change. Based on our review, we then ‘look forward’ and offer suggestions for future research on market categories. Specifically, we call for more explicit attention to (1) agency, particularly in studies of category spanning, (2) market categories at the intersection of multiple institutional logics, (3) market categories as an outcome rather than antecedent and (4) construct clarity and consistency. We hope these recommendations will ensure a long and healthy future for this burgeoning literature.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43516871","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 : 2022-10-07DOI: 10.1177/14761270221134285
Brayden G. King, J. Jasper
We offer a view of organizational strategy derived from the strategic interaction perspective in sociology. We apply the perspective to the study of nonmarket strategy and social movements—the subfield of strategy concerned with the interactions between stakeholder activists and firms. The strategic interaction perspective calls on scholars to (1) pay attention to the local interactions occurring in specific arenas and to the direct outcomes of those interactions; (2) focus on the agency that players have in choosing among arenas and in selecting different tactics in those arenas; (3) appreciate the complex motives for engaging in strategic interactions, including emotional connections to particular ideologies or collective identities; and (4) recognize that each interaction involves multiple outcomes beyond the financial, including cultural outcomes. We conclude the essay by deriving broader implications for the field of strategy.
{"title":"Strategic interactions and arenas: A sociological perspective on strategy","authors":"Brayden G. King, J. Jasper","doi":"10.1177/14761270221134285","DOIUrl":"https://doi.org/10.1177/14761270221134285","url":null,"abstract":"We offer a view of organizational strategy derived from the strategic interaction perspective in sociology. We apply the perspective to the study of nonmarket strategy and social movements—the subfield of strategy concerned with the interactions between stakeholder activists and firms. The strategic interaction perspective calls on scholars to (1) pay attention to the local interactions occurring in specific arenas and to the direct outcomes of those interactions; (2) focus on the agency that players have in choosing among arenas and in selecting different tactics in those arenas; (3) appreciate the complex motives for engaging in strategic interactions, including emotional connections to particular ideologies or collective identities; and (4) recognize that each interaction involves multiple outcomes beyond the financial, including cultural outcomes. We conclude the essay by deriving broader implications for the field of strategy.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42017604","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 : 2022-10-01DOI: 10.1177/14761270221132308
Izuchukwu Mbaraonye, Mirzokhidjon Abdurakhmonov, Jason W. Ridge
We argue that because one of the key intentions of lobbying is to develop knowledge about the inner workings of the government, a crucial type of governmental interaction—government contracting—is associated with firms’ level of lobbying activity. We argue that firms’ contract scope (number of governmental agencies in which they contract) is negatively related to firms’ lobbying activity because it provides firms with broader knowledge of the government. We further argue that the relationship between government contract scope and firms’ lobbying activity is moderated by the extent of government contract dispersion (distribution of contracts across government agencies), firms’ government contract dependence (proportion of firms’ revenue that is derived from the government), and firms’ industry contract scope (availability of new government agencies for contracting). We find support for most of our theoretical arguments in a sample of S&P 1500 firms for years 2008 to 2018.
{"title":"EXPRESS: Swayed by prior interactions? How government contracting acts as a substitute for lobbying activity","authors":"Izuchukwu Mbaraonye, Mirzokhidjon Abdurakhmonov, Jason W. Ridge","doi":"10.1177/14761270221132308","DOIUrl":"https://doi.org/10.1177/14761270221132308","url":null,"abstract":"We argue that because one of the key intentions of lobbying is to develop knowledge about the inner workings of the government, a crucial type of governmental interaction—government contracting—is associated with firms’ level of lobbying activity. We argue that firms’ contract scope (number of governmental agencies in which they contract) is negatively related to firms’ lobbying activity because it provides firms with broader knowledge of the government. We further argue that the relationship between government contract scope and firms’ lobbying activity is moderated by the extent of government contract dispersion (distribution of contracts across government agencies), firms’ government contract dependence (proportion of firms’ revenue that is derived from the government), and firms’ industry contract scope (availability of new government agencies for contracting). We find support for most of our theoretical arguments in a sample of S&P 1500 firms for years 2008 to 2018.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49188395","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 : 2022-09-26DOI: 10.1177/14761270221130876
M. Feldman, B. Pentland
In this essay, we suggest new research directions for the study of routines that intersect with and draw upon conversations about the reproduction of privilege and oppression as a strategic issue in organizations. We focus on how social inequality is reproduced and normalized by routines. We describe and illustrate how analyzing the dynamics of organizational routines can help us understand the production and reproduction of social inequality and the possibility of amelioration.
{"title":"Routine dynamics: Toward a critical conversation","authors":"M. Feldman, B. Pentland","doi":"10.1177/14761270221130876","DOIUrl":"https://doi.org/10.1177/14761270221130876","url":null,"abstract":"In this essay, we suggest new research directions for the study of routines that intersect with and draw upon conversations about the reproduction of privilege and oppression as a strategic issue in organizations. We focus on how social inequality is reproduced and normalized by routines. We describe and illustrate how analyzing the dynamics of organizational routines can help us understand the production and reproduction of social inequality and the possibility of amelioration.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48197665","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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