Pub Date : 2024-01-08DOI: 10.1177/00018392231224789
Sarah Harvey
{"title":"Michael L. Siciliano. Creative Control: The Ambivalence of Work in the Creative Industries","authors":"Sarah Harvey","doi":"10.1177/00018392231224789","DOIUrl":"https://doi.org/10.1177/00018392231224789","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"58 22","pages":""},"PeriodicalIF":10.4,"publicationDate":"2024-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139447719","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-11DOI: 10.1177/00018392231217403
Nan Jia
{"title":"Vili Lehdonvirta. Cloud Empires: How Digital Platforms Are Overtaking the State and How We Can Regain Control","authors":"Nan Jia","doi":"10.1177/00018392231217403","DOIUrl":"https://doi.org/10.1177/00018392231217403","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"246 3","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138981246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-26DOI: 10.1177/00018392231212680
S. Balachandran, John Eklund
Interorganizational partnerships can spur innovation, but their value may be diminished by friction in knowledge flows between firms. We consider how a partner’s organizational structure may influence the knowledge that is accessible via partnerships. We focus on how a partner’s structure trades off localized autonomy for its managers, which facilitates timelier decision making, and unified control, which facilitates integration. By shaping this balance, centralization of decision rights within the partner organization shapes access to its knowledge. Centralized structures generate wide-ranging internal knowledge pathways that enable access to a broader array of a partner’s knowledge. However, the reduced managerial autonomy afforded by centralization makes decision making more cumbersome, which constricts the rate of access to a partner’s knowledge. We find evidence of this tradeoff in the context of corporate venture capital relationships between incumbents and startups in the pharmaceutical industry. An increase in the incumbent’s diversity of knowledge or in the knowledge required by the startup enhances the value of a greater breadth of access, whereas the degree to which the startup can leverage social ties (affinity) or hierarchical fiat (authority) alleviates the costs of a reduced access rate. Each of these features makes an incumbent organization’s centralization more valuable to the startup. By highlighting this tension related to centralization, our findings suggest that new firms striving to maximize their partnership benefits may need to carefully consider their partners’ internal structures.
{"title":"The Impact of Partner Organizational Structure on Innovation","authors":"S. Balachandran, John Eklund","doi":"10.1177/00018392231212680","DOIUrl":"https://doi.org/10.1177/00018392231212680","url":null,"abstract":"Interorganizational partnerships can spur innovation, but their value may be diminished by friction in knowledge flows between firms. We consider how a partner’s organizational structure may influence the knowledge that is accessible via partnerships. We focus on how a partner’s structure trades off localized autonomy for its managers, which facilitates timelier decision making, and unified control, which facilitates integration. By shaping this balance, centralization of decision rights within the partner organization shapes access to its knowledge. Centralized structures generate wide-ranging internal knowledge pathways that enable access to a broader array of a partner’s knowledge. However, the reduced managerial autonomy afforded by centralization makes decision making more cumbersome, which constricts the rate of access to a partner’s knowledge. We find evidence of this tradeoff in the context of corporate venture capital relationships between incumbents and startups in the pharmaceutical industry. An increase in the incumbent’s diversity of knowledge or in the knowledge required by the startup enhances the value of a greater breadth of access, whereas the degree to which the startup can leverage social ties (affinity) or hierarchical fiat (authority) alleviates the costs of a reduced access rate. Each of these features makes an incumbent organization’s centralization more valuable to the startup. By highlighting this tension related to centralization, our findings suggest that new firms striving to maximize their partnership benefits may need to carefully consider their partners’ internal structures.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"124 1","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139236055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-24DOI: 10.1177/00018392231208190
H. Bruns, Elizabeth Long Lingo
Tedious work is pervasive in creative work, yet it has received little attention in the literature on creativity, including studies of science, innovation, and product development. Drawing from a comparative ethnography of two settings—systems biology and music production—we illuminate tedious work as an essential, previously under-investigated aspect of creative work that becomes increasingly prominent with digitization. Tedious work is repetitive, detail-oriented, and expertise-based, and we classify four types of it: fishing, administrating, polishing, and compiling. We develop a model of how tedious work emerges, why it becomes problematic, and what actors do to reduce its negative effects. Tedious work presents three risks to developing viable, novel outcomes—time drain, disengagement, and information overload—and we identify tactics that actors use to mitigate these risks and support individual creativity and the collective creative process. By unpacking the central notion of iteration and documenting the repercussions of creating novel outcomes with digitization, specifically the potential to amplify tedious work, we provide an important counterpoint to voices that hail digital technology’s low cost and unlimited potential for iteration and refinement.
{"title":"Tedious Work: Developing Novel Outcomes with Digitization in the Arts and Sciences","authors":"H. Bruns, Elizabeth Long Lingo","doi":"10.1177/00018392231208190","DOIUrl":"https://doi.org/10.1177/00018392231208190","url":null,"abstract":"Tedious work is pervasive in creative work, yet it has received little attention in the literature on creativity, including studies of science, innovation, and product development. Drawing from a comparative ethnography of two settings—systems biology and music production—we illuminate tedious work as an essential, previously under-investigated aspect of creative work that becomes increasingly prominent with digitization. Tedious work is repetitive, detail-oriented, and expertise-based, and we classify four types of it: fishing, administrating, polishing, and compiling. We develop a model of how tedious work emerges, why it becomes problematic, and what actors do to reduce its negative effects. Tedious work presents three risks to developing viable, novel outcomes—time drain, disengagement, and information overload—and we identify tactics that actors use to mitigate these risks and support individual creativity and the collective creative process. By unpacking the central notion of iteration and documenting the repercussions of creating novel outcomes with digitization, specifically the potential to amplify tedious work, we provide an important counterpoint to voices that hail digital technology’s low cost and unlimited potential for iteration and refinement.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"2006 4","pages":""},"PeriodicalIF":10.4,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139239417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-31DOI: 10.1177/00018392231209761
Anita M. McGahan
{"title":"Karl Wennberg and Christian Sandström, eds. Questioning the Entrepreneurial State: Status-Quo, Pitfalls, and the Need for Credible Innovation Policy","authors":"Anita M. McGahan","doi":"10.1177/00018392231209761","DOIUrl":"https://doi.org/10.1177/00018392231209761","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"95 Suppl 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135871149","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-23DOI: 10.1177/00018392231204839
Daniel C. Fehder
Startup accelerators, which aim to improve the set of choices representing a startup’s entry strategy, have become increasingly influential in both regional development and the strategies of individual startups. This article explores an accelerator’s impact on startup performance and whether that impact varies substantially by features of the startup’s founding environment. Leveraging data from a leading startup accelerator, I use a regression discontinuity framework to hold startup quality constant so that I can compare the performance of admitted startups to those that do not make the cut, and I examine whether any observed performance differentials are driven by accelerator admission and by characteristics of the startup’s earlier environment. I find evidence that startups from better pre-accelerator environments experience stronger gains from accelerator admission. I also find evidence of home bias, as local startups have a stronger treatment effect. These results provide evidence of ecosystem effects whereby the impact of one organizational sponsor in an ecosystem is strongly moderated by other features in the ecosystem. The findings help to explain the concentration of accelerator programs in already successful entrepreneurial ecosystems and reveal how such programs may interact with founding environments to complement resource abundance or magnify prior resource inequalities.
{"title":"Coming from a Good Pond: The Influence of a New Venture’s Founding Ecosystem on Accelerator Performance","authors":"Daniel C. Fehder","doi":"10.1177/00018392231204839","DOIUrl":"https://doi.org/10.1177/00018392231204839","url":null,"abstract":"Startup accelerators, which aim to improve the set of choices representing a startup’s entry strategy, have become increasingly influential in both regional development and the strategies of individual startups. This article explores an accelerator’s impact on startup performance and whether that impact varies substantially by features of the startup’s founding environment. Leveraging data from a leading startup accelerator, I use a regression discontinuity framework to hold startup quality constant so that I can compare the performance of admitted startups to those that do not make the cut, and I examine whether any observed performance differentials are driven by accelerator admission and by characteristics of the startup’s earlier environment. I find evidence that startups from better pre-accelerator environments experience stronger gains from accelerator admission. I also find evidence of home bias, as local startups have a stronger treatment effect. These results provide evidence of ecosystem effects whereby the impact of one organizational sponsor in an ecosystem is strongly moderated by other features in the ecosystem. The findings help to explain the concentration of accelerator programs in already successful entrepreneurial ecosystems and reveal how such programs may interact with founding environments to complement resource abundance or magnify prior resource inequalities.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"23 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135412894","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-17DOI: 10.1177/00018392231207080
Heather Haveman
{"title":"Christopher Marquis and Kunyuan Qiao. Mao and Markets: The Communist Roots of Chinese Enterprise","authors":"Heather Haveman","doi":"10.1177/00018392231207080","DOIUrl":"https://doi.org/10.1177/00018392231207080","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136034203","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-10DOI: 10.1177/00018392231203008
Reuben Hurst
Why do firms take positions on divisive social issues? In this article, I draw on theories of stigma by association to explain why firms’ mere proximity to controversial political actors may lead stakeholders to presume that firms silent on social issues are misaligned with the stakeholders’ sociopolitical preferences. Firms, in turn, countervail these presumptions of misalignment by eschewing silence and claiming sociopolitical positions. Substantiating this theory in the context of employee recruitment following the 2017 Unite the Right White supremacist rally in Charlottesville, Virginia, I show that Charlottesville’s employers combated presumptions that they shared demonstrators’ anti-diversity positions by making countervailing pro-diversity claims in their online job postings. In supplementary analysis, I show that the rally was associated with a newfound wage premium in job postings by Charlottesville’s employers but that this premium was lower when employers made pro-diversity claims. This study advances understanding of strategic sociopolitical positioning whereby firms make calculated appeals to stakeholders. It contrasts with related research showing that firms use social claims to combat negative evaluations resulting from their own actions or to differentiate from competitors. In doing so, it suggests opportunities for further research investigating, for example, additional motivations for firms’ sociopolitical positioning, how positioning might evolve in the context of growing political polarization, and how positioning might relate to workplace inequality and diversity.
{"title":"Countervailing Claims: Pro-Diversity Responses to Stigma by Association Following the Unite the Right Rally","authors":"Reuben Hurst","doi":"10.1177/00018392231203008","DOIUrl":"https://doi.org/10.1177/00018392231203008","url":null,"abstract":"Why do firms take positions on divisive social issues? In this article, I draw on theories of stigma by association to explain why firms’ mere proximity to controversial political actors may lead stakeholders to presume that firms silent on social issues are misaligned with the stakeholders’ sociopolitical preferences. Firms, in turn, countervail these presumptions of misalignment by eschewing silence and claiming sociopolitical positions. Substantiating this theory in the context of employee recruitment following the 2017 Unite the Right White supremacist rally in Charlottesville, Virginia, I show that Charlottesville’s employers combated presumptions that they shared demonstrators’ anti-diversity positions by making countervailing pro-diversity claims in their online job postings. In supplementary analysis, I show that the rally was associated with a newfound wage premium in job postings by Charlottesville’s employers but that this premium was lower when employers made pro-diversity claims. This study advances understanding of strategic sociopolitical positioning whereby firms make calculated appeals to stakeholders. It contrasts with related research showing that firms use social claims to combat negative evaluations resulting from their own actions or to differentiate from competitors. In doing so, it suggests opportunities for further research investigating, for example, additional motivations for firms’ sociopolitical positioning, how positioning might evolve in the context of growing political polarization, and how positioning might relate to workplace inequality and diversity.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":"643 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136295851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"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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