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path-dependent dynamic capabilities can—paradoxically enough—turn dysfunctional as they perpetuate current, potentially outdated ways through which a firm reconfigures its resource base.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path-dependent dynamic capabilities can—paradoxically enough—turn dysfunctional as they perpetuate current, potentially outdated ways through which a firm reconfigures its resource base.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":" ","pages":""},"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":"21 1","pages":"23 - 51"},"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":"21 1","pages":"429 - 446"},"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":"1 1","pages":""},"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":"21 1","pages":"217 - 247"},"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}
Pub Date : 2022-08-23DOI: 10.1177/14761270221122428
Hao Lu, Xiaoyu Liu, Oleksiy Osiyevskyy
When can corporate social responsibility (CSR) become a reliable strategic asset? There is a scarcity of both theoretical arguments and empirical evidence investigating the trade-off between the risk and return of CSR. We intend to fill this gap by (1) investigating CSR’s simultaneous impact on firm value and the reliability of this impact, and (2) exploring the conditions under which CSR’s impact on firm value becomes more or less reliable. The presented findings suggest that CSR by itself is an unreliable value enhancer, in that it increases firm value but also increases the variance of expected value distribution. Yet, the impact of CSR on firm value becomes more reliable when a firm has immediately redeployable slack or when a firm has stronger risk management capabilities. This research provides practical implications to managers and investors regarding the riskiness of CSR investments and strategies for mitigating such risks.
{"title":"EXPRESS: Doing Safe while Doing Good: Slack, Risk Management Capabilities, and the Reliability of Value Creation Through CSR","authors":"Hao Lu, Xiaoyu Liu, Oleksiy Osiyevskyy","doi":"10.1177/14761270221122428","DOIUrl":"https://doi.org/10.1177/14761270221122428","url":null,"abstract":"When can corporate social responsibility (CSR) become a reliable strategic asset? There is a scarcity of both theoretical arguments and empirical evidence investigating the trade-off between the risk and return of CSR. We intend to fill this gap by (1) investigating CSR’s simultaneous impact on firm value and the reliability of this impact, and (2) exploring the conditions under which CSR’s impact on firm value becomes more or less reliable. The presented findings suggest that CSR by itself is an unreliable value enhancer, in that it increases firm value but also increases the variance of expected value distribution. Yet, the impact of CSR on firm value becomes more reliable when a firm has immediately redeployable slack or when a firm has stronger risk management capabilities. This research provides practical implications to managers and investors regarding the riskiness of CSR investments and strategies for mitigating such risks.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48888830","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 : 2022-08-23DOI: 10.1177/14761270221122442
Yuliya Snihur, K. Eisenhardt
In the past decade, the business model has emerged as a fundamental strategic and organizational concept. In this essay, we first “look back” to synthesize recent research on designing high-performing business models into two influential research streams. Managerial cognition grapples with the role of holistic mental models and strategic thinking for designing effective configurations of business model attributes. Learning processes address the uncertainties that emerge from the major disruptions that create opportunities for new business models. We then “look forward” to the exciting work on business models that remains for both extending current research and exploring broad societal impacts. Overall, we argue that the business model is rapidly replacing strategy as the most significant source of competitive advantage.
{"title":"Looking forward, looking back: Strategic organization and the business model concept","authors":"Yuliya Snihur, K. Eisenhardt","doi":"10.1177/14761270221122442","DOIUrl":"https://doi.org/10.1177/14761270221122442","url":null,"abstract":"In the past decade, the business model has emerged as a fundamental strategic and organizational concept. In this essay, we first “look back” to synthesize recent research on designing high-performing business models into two influential research streams. Managerial cognition grapples with the role of holistic mental models and strategic thinking for designing effective configurations of business model attributes. Learning processes address the uncertainties that emerge from the major disruptions that create opportunities for new business models. We then “look forward” to the exciting work on business models that remains for both extending current research and exploring broad societal impacts. Overall, we argue that the business model is rapidly replacing strategy as the most significant source of competitive advantage.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"757 - 770"},"PeriodicalIF":4.9,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45327876","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 : 2022-08-23DOI: 10.1177/14761270221122404
G. Davis, Theodore W. DeWitt
What we know about firms and industries in the United States has been fundamentally shaped by governmental responses to the Great Depression. Mandates for regular disclosures by public corporations and a system of industry categories created for surveys of establishments gave us a synoptic view of the economy that served us well for generations. They also molded the development of the fields of strategic management and organization theory. But the tools and frameworks that made sense in the 1930s are a poor fit with the enterprises we encounter today. Basic terms like firm, industry, size, performance, employee, and nationality are contested. The field of strategic organization may be the academic discipline best suited to helping us transition to a new way of making sense of the organization of the economy.
{"title":"Seeing business like a state: Firms and industries after the digital revolution","authors":"G. Davis, Theodore W. DeWitt","doi":"10.1177/14761270221122404","DOIUrl":"https://doi.org/10.1177/14761270221122404","url":null,"abstract":"What we know about firms and industries in the United States has been fundamentally shaped by governmental responses to the Great Depression. Mandates for regular disclosures by public corporations and a system of industry categories created for surveys of establishments gave us a synoptic view of the economy that served us well for generations. They also molded the development of the fields of strategic management and organization theory. But the tools and frameworks that made sense in the 1930s are a poor fit with the enterprises we encounter today. Basic terms like firm, industry, size, performance, employee, and nationality are contested. The field of strategic organization may be the academic discipline best suited to helping us transition to a new way of making sense of the organization of the economy.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"860 - 871"},"PeriodicalIF":4.9,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65903394","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 : 2022-08-22DOI: 10.1177/14761270221122394
Siobhan O’Mahony, Susan L. Cohen
Editors and reviewers often issue clarion calls for interesting research with novel theoretical contributions. In response to these calls, scholars often gravitate toward emerging phenomena—novel contexts lacking scholarly community or hot contexts with growing interest. However, simply examining novel and hot phenomena is insufficient to carve an “interesting” theoretical contribution. The promise of studying emerging phenomenon may be seductive, but doing so can also introduce under examined perils. We argue that novel and hot phenomena have distinct promises and perils that are under appreciated—with significant consequences for scholarly careers. Novel phenomena can provide first mover advantages to scholars and generate much interest but may constitute a lonely, risky journey if an appropriate theoretical community does not emerge. Hot topics attract significant attention, but can also be marked by conceptual confusion, fragmenting the accumulation of knowledge as scholars struggle to differentiate their work within a rapidly growing field. Yet, what is considered novel or hot is dynamic. Scholarly interest in novel phenomena can wax, ignite fascination, and become hot or wane with skeptical, uncertain acceptance, influencing both promises and perils. We contribute strategies to help strategy and organization scholars mitigate the perils and amplify the promises of theorizing from novel and hot phenomena.
{"title":"Navigating the promises and perils of researching emerging phenomena in strategy and organizations","authors":"Siobhan O’Mahony, Susan L. Cohen","doi":"10.1177/14761270221122394","DOIUrl":"https://doi.org/10.1177/14761270221122394","url":null,"abstract":"Editors and reviewers often issue clarion calls for interesting research with novel theoretical contributions. In response to these calls, scholars often gravitate toward emerging phenomena—novel contexts lacking scholarly community or hot contexts with growing interest. However, simply examining novel and hot phenomena is insufficient to carve an “interesting” theoretical contribution. The promise of studying emerging phenomenon may be seductive, but doing so can also introduce under examined perils. We argue that novel and hot phenomena have distinct promises and perils that are under appreciated—with significant consequences for scholarly careers. Novel phenomena can provide first mover advantages to scholars and generate much interest but may constitute a lonely, risky journey if an appropriate theoretical community does not emerge. Hot topics attract significant attention, but can also be marked by conceptual confusion, fragmenting the accumulation of knowledge as scholars struggle to differentiate their work within a rapidly growing field. Yet, what is considered novel or hot is dynamic. Scholarly interest in novel phenomena can wax, ignite fascination, and become hot or wane with skeptical, uncertain acceptance, influencing both promises and perils. We contribute strategies to help strategy and organization scholars mitigate the perils and amplify the promises of theorizing from novel and hot phenomena.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"872 - 885"},"PeriodicalIF":4.9,"publicationDate":"2022-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42796650","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 : 2022-08-03DOI: 10.1177/14761270221115329
M. Awad
Recent studies suggest a critical yet unexplored role for local places such as cities and communities in category research. In this study, I investigate how places, as the nexus of cultural, political, and material influences, can shape category dynamics, especially in the early phases of category emergence. I synthesize insights from category work with recent conceptualizations of places as geographically bounded spaces, imbued with meanings and material forms. I conducted an in-depth qualitative field study of the emergence and expansion of a new category, transitional micro-housing villages, also known as Tiny Home Villages, in Eugene, a mid-size city in the United States in 2011–2019. The study unpacks the role of nested places in triggering, enabling, and constraining actors and their work to create, legitimate, and expand a category. Specifically, I highlight the role of local material forms and how actors can mobilize local spaces, technologies, and practices to advance their goals in contested category dynamics.
{"title":"Emplacing category dynamics: Houselessness and the emergence of transitional micro-housing villages","authors":"M. Awad","doi":"10.1177/14761270221115329","DOIUrl":"https://doi.org/10.1177/14761270221115329","url":null,"abstract":"Recent studies suggest a critical yet unexplored role for local places such as cities and communities in category research. In this study, I investigate how places, as the nexus of cultural, political, and material influences, can shape category dynamics, especially in the early phases of category emergence. I synthesize insights from category work with recent conceptualizations of places as geographically bounded spaces, imbued with meanings and material forms. I conducted an in-depth qualitative field study of the emergence and expansion of a new category, transitional micro-housing villages, also known as Tiny Home Villages, in Eugene, a mid-size city in the United States in 2011–2019. The study unpacks the role of nested places in triggering, enabling, and constraining actors and their work to create, legitimate, and expand a category. Specifically, I highlight the role of local material forms and how actors can mobilize local spaces, technologies, and practices to advance their goals in contested category dynamics.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"21 1","pages":"89 - 115"},"PeriodicalIF":4.9,"publicationDate":"2022-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45898409","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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