Pub Date : 2022-09-24DOI: 10.1177/14761270221130253
Samer Faraj, P. Leonardi
Digital technologies, enabled by data, algorithms, and artificial intelligence, are creating new competitive opportunities. But how does one strategize when the technologies core to organizational action is constantly changing? We suggest that for strategy scholars to answer this question, they will need to rethink the concept of technology. We begin by discussing the conceptual treatment of technology in studies of strategy and strategizing, and, in so doing, we highlight the ways in which current conceptualizations of technology are problematic for theorizing about the role of technology in the digital age. We then advance a relational perspective on technology that overcomes many of these problems. We illustrate the potential utility of this perspective for theories of strategic organization by using it to reconceptualize the boundaries of the firm, the process of innovation, and the process of organizational knowing.
{"title":"Strategic organization in the digital age: Rethinking the concept of technology","authors":"Samer Faraj, P. Leonardi","doi":"10.1177/14761270221130253","DOIUrl":"https://doi.org/10.1177/14761270221130253","url":null,"abstract":"Digital technologies, enabled by data, algorithms, and artificial intelligence, are creating new competitive opportunities. But how does one strategize when the technologies core to organizational action is constantly changing? We suggest that for strategy scholars to answer this question, they will need to rethink the concept of technology. We begin by discussing the conceptual treatment of technology in studies of strategy and strategizing, and, in so doing, we highlight the ways in which current conceptualizations of technology are problematic for theorizing about the role of technology in the digital age. We then advance a relational perspective on technology that overcomes many of these problems. We illustrate the potential utility of this perspective for theories of strategic organization by using it to reconceptualize the boundaries of the firm, the process of innovation, and the process of organizational knowing.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44454991","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 : 2022-09-13DOI: 10.1177/14761270221125819
J. Bartunek, J. Balogun
There are growing expectations that organizations should contribute to the sustainability of our planet. These have increased recognition of relationships between organizations and their external communities and what they might accomplish together. However, such recognition does not extend to appreciation of the contextual dynamics inherent in organization–community relationships that affect their ability to reach common ground in their joint efforts. In this essay we explore how interpretive, relational, and spatial contextual features previously addressed within organizations play roles in joint organization–community sustainability efforts. We present an example of the multi-decade development of a local foods economy in Cleveland, Ohio, USA, that has been spearheaded by multiple communities and organizations. We show how an Appreciative Inquiry Summit, one of a set of large group interventions developed by Organization Development consultants, made use of the contextual characteristics we discuss to foster shared overarching logics that enabled collaboration. We conclude with a research agenda designed to explore how relational, interpretative, and spatial contexts affect organization–community initiatives to accomplish sustainability, how planned change interventions might affect these contexts, and how such initiatives and their contexts unfold over time.
{"title":"Context and how it matters: Mobilizing spaces for organization-community sustainable change","authors":"J. Bartunek, J. Balogun","doi":"10.1177/14761270221125819","DOIUrl":"https://doi.org/10.1177/14761270221125819","url":null,"abstract":"There are growing expectations that organizations should contribute to the sustainability of our planet. These have increased recognition of relationships between organizations and their external communities and what they might accomplish together. However, such recognition does not extend to appreciation of the contextual dynamics inherent in organization–community relationships that affect their ability to reach common ground in their joint efforts. In this essay we explore how interpretive, relational, and spatial contextual features previously addressed within organizations play roles in joint organization–community sustainability efforts. We present an example of the multi-decade development of a local foods economy in Cleveland, Ohio, USA, that has been spearheaded by multiple communities and organizations. We show how an Appreciative Inquiry Summit, one of a set of large group interventions developed by Organization Development consultants, made use of the contextual characteristics we discuss to foster shared overarching logics that enabled collaboration. We conclude with a research agenda designed to explore how relational, interpretative, and spatial contexts affect organization–community initiatives to accomplish sustainability, how planned change interventions might affect these contexts, and how such initiatives and their contexts unfold over time.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43684728","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 : 2022-09-13DOI: 10.1177/14761270221127628
Flore Bridoux, J. Stoelhorst
We reflect on the past, present, and future of stakeholder theory, focusing on its link to strategy and organization scholarship. Stakeholder theory was originally conceived as a theory of strategic management, but for most of its history it largely developed without having a noticeable impact on strategy research. This has changed in the past decade, however, with the strategy field making a “stakeholder turn.” We highlight the streams of research at the forefront of this turn, including work on “behavioral stakeholder theory,” ‘stakeholder strategy theory,’ and “stakeholder governance.” We conclude with an outlook on how stakeholder theory can help strategy scholars develop a theory of managing value creation that explicitly acknowledges both the economic and moral nature of relationships in and around organizations.
{"title":"Stakeholder theory, strategy, and organization: Past, present, and future","authors":"Flore Bridoux, J. Stoelhorst","doi":"10.1177/14761270221127628","DOIUrl":"https://doi.org/10.1177/14761270221127628","url":null,"abstract":"We reflect on the past, present, and future of stakeholder theory, focusing on its link to strategy and organization scholarship. Stakeholder theory was originally conceived as a theory of strategic management, but for most of its history it largely developed without having a noticeable impact on strategy research. This has changed in the past decade, however, with the strategy field making a “stakeholder turn.” We highlight the streams of research at the forefront of this turn, including work on “behavioral stakeholder theory,” ‘stakeholder strategy theory,’ and “stakeholder governance.” We conclude with an outlook on how stakeholder theory can help strategy scholars develop a theory of managing value creation that explicitly acknowledges both the economic and moral nature of relationships in and around organizations.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41600794","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 : 2022-09-13DOI: 10.1177/14761270221127881
M. Skov, Toke Bjerregaard, Jesper Rosenberg Hansen
Research has addressed how the practices and organization of strategy meetings shape strategy processes and outcomes. However, how interactive processes run between and feed into meetings—an integral aspect of how managers shape ongoing strategy emergence—remains relatively poorly understood. Through a strong processual-interactionist approach, we thus examine how in- and between-meeting practices interact and create combined effects in orchestrating ongoing flows of strategy formation. By considering strategy meetings as part of and punctuating chain-like, interactive processes of strategy formation, we develop an understanding of how in- and between-meeting practices dynamically interact—they enable, balance the effects of, and shape one another through the interaction flows in which they are engaged. The longitudinal case study reveals and explains the role of cross-over effects and coalescing between multiple simultaneous interaction flows, thereby advancing extant research on how series of interaction sequences shape strategy emergence and evolution.
{"title":"Orchestrating ongoing interaction flows of strategy formation in and between meetings","authors":"M. Skov, Toke Bjerregaard, Jesper Rosenberg Hansen","doi":"10.1177/14761270221127881","DOIUrl":"https://doi.org/10.1177/14761270221127881","url":null,"abstract":"Research has addressed how the practices and organization of strategy meetings shape strategy processes and outcomes. However, how interactive processes run between and feed into meetings—an integral aspect of how managers shape ongoing strategy emergence—remains relatively poorly understood. Through a strong processual-interactionist approach, we thus examine how in- and between-meeting practices interact and create combined effects in orchestrating ongoing flows of strategy formation. By considering strategy meetings as part of and punctuating chain-like, interactive processes of strategy formation, we develop an understanding of how in- and between-meeting practices dynamically interact—they enable, balance the effects of, and shape one another through the interaction flows in which they are engaged. The longitudinal case study reveals and explains the role of cross-over effects and coalescing between multiple simultaneous interaction flows, thereby advancing extant research on how series of interaction sequences shape strategy emergence and evolution.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46725749","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 : 2022-09-13DOI: 10.1177/14761270221125881
M. Schultz
Grand Challenges have stimulated a search for new solutions at the interplay between fields and disciplines which previously have been separated. In this essay, I argue that a further development of temporal interplay between strategy and organizational identity may enrich studies of Grand Challenges, exemplified by how actors respond to climate change. This interplay is motivated by recent elaborations of the differences in temporality between strategy and organizational identity from a distinction between a dominant focus on the future (strategy) or the past (organizational identity) to a conceptualization of the differences in temporal structures between them. Using management research to contribute to the fight against climate change, sustained temporal interplay between strategy and organizational identity can advance our understanding of how organizations may act now for future climate goals. I suggest questions for future research focused on making an impact.
{"title":"The strategy–identity nexus: The relevance of their temporal interplay to climate change","authors":"M. Schultz","doi":"10.1177/14761270221125881","DOIUrl":"https://doi.org/10.1177/14761270221125881","url":null,"abstract":"Grand Challenges have stimulated a search for new solutions at the interplay between fields and disciplines which previously have been separated. In this essay, I argue that a further development of temporal interplay between strategy and organizational identity may enrich studies of Grand Challenges, exemplified by how actors respond to climate change. This interplay is motivated by recent elaborations of the differences in temporality between strategy and organizational identity from a distinction between a dominant focus on the future (strategy) or the past (organizational identity) to a conceptualization of the differences in temporal structures between them. Using management research to contribute to the fight against climate change, sustained temporal interplay between strategy and organizational identity can advance our understanding of how organizations may act now for future climate goals. I suggest questions for future research focused on making an impact.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43542390","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 : 2022-09-08DOI: 10.1177/14761270221125807
Arne Keller, Stefan Konlechner, Wolfgang H. Güttel, Georg Reischauer
While seminal work on dynamic capabilities highlights path-dependent trajectories as an important and distinguishing property, recent studies tend to marginalize this feature in favor of an ahistorical and unbound conceptualization. Following the recent ‘history turn’ in strategy and organization research, we examine the essential yet inadequately understood role of path dependence in dynamic capability building and adaptation. Precisely, we demonstrate that dynamic capabilities, as pattern-based, learned, and context-specific entities, are prone to become path-dependent under the effect of self-reinforcing mechanisms. We further show that in the face of discontinuous environmental shifts, path-dependent dynamic capabilities can—paradoxically enough—turn dysfunctional as they perpetuate current, potentially outdated ways through which a firm reconfigures its resource base. Based on this analysis, we identify ad hoc managerial action as the basis for path transformation and path dissolution, as well as path switching and new path creation, which represent complementary ways to deal with path-dependent dynamic capabilities. Our theorizing extends a contingency perspective on dynamic capabilities by shedding light on the limits and potential alternatives of pattern-based adaptation.
{"title":"EXPRESS: Overcoming path-dependent dynamic capabilities","authors":"Arne Keller, Stefan Konlechner, Wolfgang H. Güttel, Georg Reischauer","doi":"10.1177/14761270221125807","DOIUrl":"https://doi.org/10.1177/14761270221125807","url":null,"abstract":"While seminal work on dynamic capabilities highlights path-dependent trajectories as an important and distinguishing property, recent studies tend to marginalize this feature in favor of an ahistorical and unbound conceptualization. Following the recent ‘history turn’ in strategy and organization research, we examine the essential yet inadequately understood role of path dependence in dynamic capability building and adaptation. Precisely, we demonstrate that dynamic capabilities, as pattern-based, learned, and context-specific entities, are prone to become path-dependent under the effect of self-reinforcing mechanisms. We further show that in the face of discontinuous environmental shifts, path-dependent dynamic capabilities can—paradoxically enough—turn dysfunctional as they perpetuate current, potentially outdated ways through which a firm reconfigures its resource base. Based on this analysis, we identify ad hoc managerial action as the basis for path transformation and path dissolution, as well as path switching and new path creation, which represent complementary ways to deal with path-dependent dynamic capabilities. Our theorizing extends a contingency perspective on dynamic capabilities by shedding light on the limits and potential alternatives of pattern-based adaptation.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42199577","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 : 2022-09-06DOI: 10.1177/14761270221124022
Thinley Tharchen, R. Garud
Adopting a place-based approach to categorization, we explore how and why institutional actors in the US and the UK have categorized e-cigarettes differently, namely as tobacco products in the US and as non-tobacco consumer products in the UK. Our inquiry identified the historical contingencies generating two different perspectives informing these differential categorizations—precautionary in the US and harm-reduction in the UK. Embedded in these two perspectives are different future imaginaries to address the harm from cigarettes and e-cigarettes to the different population groups at risk (i.e. smokers versus youth and non-smokers). Data also show institutional actors across the two countries offering justifications for or against e-cigarettes by deploying facts from different scientific research. We theorize these findings and conclude the article by discussing the importance of adopting a place-based approach to categorization.
{"title":"The differential categorization of novel products by institutional actors across places: The case of e-cigarettes in the US and the UK","authors":"Thinley Tharchen, R. Garud","doi":"10.1177/14761270221124022","DOIUrl":"https://doi.org/10.1177/14761270221124022","url":null,"abstract":"Adopting a place-based approach to categorization, we explore how and why institutional actors in the US and the UK have categorized e-cigarettes differently, namely as tobacco products in the US and as non-tobacco consumer products in the UK. Our inquiry identified the historical contingencies generating two different perspectives informing these differential categorizations—precautionary in the US and harm-reduction in the UK. Embedded in these two perspectives are different future imaginaries to address the harm from cigarettes and e-cigarettes to the different population groups at risk (i.e. smokers versus youth and non-smokers). Data also show institutional actors across the two countries offering justifications for or against e-cigarettes by deploying facts from different scientific research. We theorize these findings and conclude the article by discussing the importance of adopting a place-based approach to categorization.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47041147","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 : 2022-09-04DOI: 10.1177/14761270221124052
Tyler Wry, Jeffrey York, Theodore L. Waldron
In this essay, we argue that it is folly to stake the legitimacy and value of entrepreneurship research on the uniqueness of its theory. A better path is to orient around questions where we are uniquely positioned to create useful and important knowledge. To this end, we anchor on Venkataraman’s seminal definition and argue that entrepreneurship research should focus on understanding the outcomes of venture creation not just for founders, but also for other stakeholders and society as a whole. Moreover, we argue that generating robust insight into these questions requires contributions from multiple perspectives, and this makes our field’s theoretical diversity a great and under-appreciated asset. Drawing on the metaphor of “borderlands,” we argue that embracing and leveraging diversity can help to address important social and environmental problems while also laying a foundation for the unique identity so long sought by the members of our field.
{"title":"The purpose and potential of entrepreneurship research","authors":"Tyler Wry, Jeffrey York, Theodore L. Waldron","doi":"10.1177/14761270221124052","DOIUrl":"https://doi.org/10.1177/14761270221124052","url":null,"abstract":"In this essay, we argue that it is folly to stake the legitimacy and value of entrepreneurship research on the uniqueness of its theory. A better path is to orient around questions where we are uniquely positioned to create useful and important knowledge. To this end, we anchor on Venkataraman’s seminal definition and argue that entrepreneurship research should focus on understanding the outcomes of venture creation not just for founders, but also for other stakeholders and society as a whole. Moreover, we argue that generating robust insight into these questions requires contributions from multiple perspectives, and this makes our field’s theoretical diversity a great and under-appreciated asset. Drawing on the metaphor of “borderlands,” we argue that embracing and leveraging diversity can help to address important social and environmental problems while also laying a foundation for the unique identity so long sought by the members of our field.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-09-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48617553","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 : 2022-08-30DOI: 10.1177/14761270221122933
Silvia Sanasi, A. Ghezzi
The Covid-19 outbreak in 2019 and beyond severely threatened global supply chains and markets. Firms worldwide saw their operations limited by governmental restrictions, compromising the viability of their business models and challenging previously established assumptions. This situation offered an opportunity to investigate new ventures’ processes of business model transformation (or pivoting) during a major crisis. Specifically, adopting a multiple case study design, we investigated how four Italian firms operating throughout the Covid-19 emergency pivoted in response to the crisis. We develop a conceptual model of pivots-as-process that comprises three stages: reaction to shock, response, and retrospection, leading to longer-term strategic reorientation. Our findings suggest that pivots play out across the three distinct layers of enactment, reflection, and awareness. Our study contributes to the ongoing debate on strategic responses to crises, borrowing from the entrepreneurship literature to investigate how pivots can support firms when they are faced with a need for swift responses, while coping with the temporariness that characterizes crisis situations.
{"title":"Pivots as strategic responses to crises: Evidence from Italian companies navigating Covid-19","authors":"Silvia Sanasi, A. Ghezzi","doi":"10.1177/14761270221122933","DOIUrl":"https://doi.org/10.1177/14761270221122933","url":null,"abstract":"The Covid-19 outbreak in 2019 and beyond severely threatened global supply chains and markets. Firms worldwide saw their operations limited by governmental restrictions, compromising the viability of their business models and challenging previously established assumptions. This situation offered an opportunity to investigate new ventures’ processes of business model transformation (or pivoting) during a major crisis. Specifically, adopting a multiple case study design, we investigated how four Italian firms operating throughout the Covid-19 emergency pivoted in response to the crisis. We develop a conceptual model of pivots-as-process that comprises three stages: reaction to shock, response, and retrospection, leading to longer-term strategic reorientation. Our findings suggest that pivots play out across the three distinct layers of enactment, reflection, and awareness. Our study contributes to the ongoing debate on strategic responses to crises, borrowing from the entrepreneurship literature to investigate how pivots can support firms when they are faced with a need for swift responses, while coping with the temporariness that characterizes crisis situations.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41497855","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 : 2022-08-27DOI: 10.1177/14761270221122821
Ying Li
This study investigates the power of a community namesake, defined as an organization named after the geographic community, in discouraging potential entrants from entering the local market during industry emergence. I argue that the presence of a community namesake is likely to make potential entrants anticipate stronger competition, because they tend to believe that the local membership proudly claimed by the namesake may drive community stakeholders to reciprocate the namesake with disproportionally more resources. During industry emergence, when there lacks objective information on competitive intensity, the presence of a community namesake can be a sufficient cue of a high local entry barrier that deters potential entrants, resulting in lower founding rates during the post-namesake period at the level of communities. I further predict that the namesakes’ symbolic power should vary depending on their material forms. Material forms that corroborate (i.e. through purpose-built buildings) or make salient (i.e. through visually prominent architectures) the namesakes’ claimed local membership should decrease founding rates to a higher degree. The analysis of the emergence of historical movie theaters in Chicago communities, 1905–1927, provides empirical support to the theorizing.
{"title":"Its name suggests it belongs here: The power of a community namesake in decreasing founding rates during industry emergence","authors":"Ying Li","doi":"10.1177/14761270221122821","DOIUrl":"https://doi.org/10.1177/14761270221122821","url":null,"abstract":"This study investigates the power of a community namesake, defined as an organization named after the geographic community, in discouraging potential entrants from entering the local market during industry emergence. I argue that the presence of a community namesake is likely to make potential entrants anticipate stronger competition, because they tend to believe that the local membership proudly claimed by the namesake may drive community stakeholders to reciprocate the namesake with disproportionally more resources. During industry emergence, when there lacks objective information on competitive intensity, the presence of a community namesake can be a sufficient cue of a high local entry barrier that deters potential entrants, resulting in lower founding rates during the post-namesake period at the level of communities. I further predict that the namesakes’ symbolic power should vary depending on their material forms. Material forms that corroborate (i.e. through purpose-built buildings) or make salient (i.e. through visually prominent architectures) the namesakes’ claimed local membership should decrease founding rates to a higher degree. The analysis of the emergence of historical movie theaters in Chicago communities, 1905–1927, provides empirical support to the theorizing.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44797809","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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