This study examines how the joint use of integrators and contracts either enables or hampers coordination and, in turn, the performance of interorganizational project networks. Using extensive qualitative analyses and sociometric techniques, we investigated coordination among organizations during seven small- and medium-sized building projects. Our longitudinal study reveals how integrators develop connecting functions that, together with contracts’ steering functions, largely drive coordination dynamics. Further data analyses provide insight into how coordination hinges on the prevalence of connecting or steering, which may more or less fit with coordination needs in various project phases. Given these findings, we theorize the contingent nature of the interplay between the use of integrators and contracts throughout projects. Our findings are integrated into a process model of how coordination trajectories lead to different performance levels of interorganizational project networks. Our study has theore...
{"title":"How Coordination Trajectories Influence the Performance of Interorganizational Project Networks","authors":"Nuno Oliveira, Fabrice Lumineau","doi":"10.1287/orsc.2017.1151","DOIUrl":"https://doi.org/10.1287/orsc.2017.1151","url":null,"abstract":"This study examines how the joint use of integrators and contracts either enables or hampers coordination and, in turn, the performance of interorganizational project networks. Using extensive qualitative analyses and sociometric techniques, we investigated coordination among organizations during seven small- and medium-sized building projects. Our longitudinal study reveals how integrators develop connecting functions that, together with contracts’ steering functions, largely drive coordination dynamics. Further data analyses provide insight into how coordination hinges on the prevalence of connecting or steering, which may more or less fit with coordination needs in various project phases. Given these findings, we theorize the contingent nature of the interplay between the use of integrators and contracts throughout projects. Our findings are integrated into a process model of how coordination trajectories lead to different performance levels of interorganizational project networks. Our study has theore...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"9 1","pages":"1029-1060"},"PeriodicalIF":0.0,"publicationDate":"2017-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82506003","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The emphasis in firms on extramural research and development (R&D), involving increased engagement with external entities in the conduct of research, can also result in knowledge leakage. Knowledge leaks can undermine firm competitiveness, and to prevent this, firms deploy various isolating mechanisms to protect their knowledge. Integrating insights from the resource-based view and evolutionary theory, we hypothesize an inverted curvilinear relationship between extramural R&D and innovation and explain why the value protection strategies employed by firms change the relationship at various degrees of external knowledge sourcing. We test our hypotheses on a sample of 506 French manufacturing firms using data from three surveys conducted in the period 1998 to 2006. We find an inverted-U-shaped relationship between extramural R&D and innovation performance. This relationship is moderated by employee retention and secrecy such that the benefits of extramural R&D are weakened at lower degrees of extramural R&D...
{"title":"The Paradox of Openness and Value Protection Strategies: Effect of Extramural R&D on Innovative Performance","authors":"A. Wadhwa, I. B. Freitas, M. Sarkar","doi":"10.1287/orsc.2017.1145","DOIUrl":"https://doi.org/10.1287/orsc.2017.1145","url":null,"abstract":"The emphasis in firms on extramural research and development (R&D), involving increased engagement with external entities in the conduct of research, can also result in knowledge leakage. Knowledge leaks can undermine firm competitiveness, and to prevent this, firms deploy various isolating mechanisms to protect their knowledge. Integrating insights from the resource-based view and evolutionary theory, we hypothesize an inverted curvilinear relationship between extramural R&D and innovation and explain why the value protection strategies employed by firms change the relationship at various degrees of external knowledge sourcing. We test our hypotheses on a sample of 506 French manufacturing firms using data from three surveys conducted in the period 1998 to 2006. We find an inverted-U-shaped relationship between extramural R&D and innovation performance. This relationship is moderated by employee retention and secrecy such that the benefits of extramural R&D are weakened at lower degrees of extramural R&D...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"534 ","pages":"873-893"},"PeriodicalIF":0.0,"publicationDate":"2017-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1287/orsc.2017.1145","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72432504","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Our study offers an understanding of how middle managers may use routines as tools to induce their subordinates to engage in widespread unethical behavior. We conducted a 15-month ethnography at a desk sales unit within a large telecommunications firm and discovered that middle managers coerced their subordinates into deceiving upper management about the unit’s performance. Based upon our findings and relying on the routine dynamics literature, we propose that middle managers engaged in a process that we label “corruptive routine translation.” It involves the translation by middle managers of upper management’s more abstract and higher level performance routine into a corrupted, lower level version of that routine that is enacted by frontline employees. In corruptive routine translation, middle managers respond to performance obstacles by identifying and exploiting structural vulnerabilities to generate and conceal deceptive performance. We also illustrate how routines are interdependent across levels wit...
{"title":"Middle Managers and Corruptive Routine Translation: The Social Production of Deceptive Performance","authors":"N. A. Nieuwenboer, J. Cunha, L. Treviño","doi":"10.1287/orsc.2017.1153","DOIUrl":"https://doi.org/10.1287/orsc.2017.1153","url":null,"abstract":"Our study offers an understanding of how middle managers may use routines as tools to induce their subordinates to engage in widespread unethical behavior. We conducted a 15-month ethnography at a desk sales unit within a large telecommunications firm and discovered that middle managers coerced their subordinates into deceiving upper management about the unit’s performance. Based upon our findings and relying on the routine dynamics literature, we propose that middle managers engaged in a process that we label “corruptive routine translation.” It involves the translation by middle managers of upper management’s more abstract and higher level performance routine into a corrupted, lower level version of that routine that is enacted by frontline employees. In corruptive routine translation, middle managers respond to performance obstacles by identifying and exploiting structural vulnerabilities to generate and conceal deceptive performance. We also illustrate how routines are interdependent across levels wit...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"15 1","pages":"781-803"},"PeriodicalIF":0.0,"publicationDate":"2017-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72831569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is part of managerial wisdom that managers need to take risks in order to succeed. This is in stark contrast to the prominent agent-based theories of experiential learning and competitive selection that are known to be biased against risky alternatives in the long run. How can the positive managerial view on risk taking prevail given these results? Qualitative surveys of managers suggest risks to be acceptable if their outcome distribution meets certain criteria. We argue in this paper that these criteria are widely congruent with low downside risk. Using a novel simulation design, we analyze the effects of experiential learning and competitive selection on downside risk preferences in an ecology of agents. In the long run, experiential learning implies weak downside risk seeking, whereas competitive selection leads to strong downside risk aversion. Furthermore, competitive selection leads to the prevalence of outcome distributions with low downside risk in an ecology, even if they have a significantly higher level of total risk than comparable distributions with more downside risk. We draw implications for empirical studies on managerial behavior. The online appendix is available at https://doi.org/10.1287/orsc.2017.1149 .
{"title":"Experiential Learning, Competitive Selection, and Downside Risk: A New Perspective on Managerial Risk Taking","authors":"Johannes G. Jaspersen, R. Peter","doi":"10.1287/orsc.2017.1149","DOIUrl":"https://doi.org/10.1287/orsc.2017.1149","url":null,"abstract":"It is part of managerial wisdom that managers need to take risks in order to succeed. This is in stark contrast to the prominent agent-based theories of experiential learning and competitive selection that are known to be biased against risky alternatives in the long run. How can the positive managerial view on risk taking prevail given these results? Qualitative surveys of managers suggest risks to be acceptable if their outcome distribution meets certain criteria. We argue in this paper that these criteria are widely congruent with low downside risk. Using a novel simulation design, we analyze the effects of experiential learning and competitive selection on downside risk preferences in an ecology of agents. In the long run, experiential learning implies weak downside risk seeking, whereas competitive selection leads to strong downside risk aversion. Furthermore, competitive selection leads to the prevalence of outcome distributions with low downside risk in an ecology, even if they have a significantly higher level of total risk than comparable distributions with more downside risk. We draw implications for empirical studies on managerial behavior. \u0000 \u0000The online appendix is available at https://doi.org/10.1287/orsc.2017.1149 .","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"63 ","pages":"915-930"},"PeriodicalIF":0.0,"publicationDate":"2017-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1287/orsc.2017.1149","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72429666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Using a unique longitudinal study of U.S. biotechnology ventures, we advance extant research by showing that a founding team’s educational heterogeneity and prior founding experience have a positive and significant effect on the likelihood of a firm’s creating breakthrough innovation. However, we demonstrate that these relationships depend on the firm’s stage of life and decision-making structure as reflected in its founder–CEO duality. Specifically, we show that the positive effect of a founding team’s human capital is stronger in the growth stage than the early stages of a startup. While founder–CEO duality increases the positive effect of the founding team’s human capital in the startup stage, during the growth stage, such a structure reduces the impact of the founding team’s human capital. Therefore, to fully appreciate the effect of human capital on a venture’s success in breakthrough innovation, we must consider both the firm’s stage of life and its decision-making structure. As such, our theory pro...
{"title":"Beyond the Startup Stage: The Founding Team's Human Capital, New Venture's Stage of Life, Founder-CEO Duality, and Breakthrough Innovation","authors":"Daniel Tzabbar, Jaclyn Margolis","doi":"10.1287/orsc.2017.1152","DOIUrl":"https://doi.org/10.1287/orsc.2017.1152","url":null,"abstract":"Using a unique longitudinal study of U.S. biotechnology ventures, we advance extant research by showing that a founding team’s educational heterogeneity and prior founding experience have a positive and significant effect on the likelihood of a firm’s creating breakthrough innovation. However, we demonstrate that these relationships depend on the firm’s stage of life and decision-making structure as reflected in its founder–CEO duality. Specifically, we show that the positive effect of a founding team’s human capital is stronger in the growth stage than the early stages of a startup. While founder–CEO duality increases the positive effect of the founding team’s human capital in the startup stage, during the growth stage, such a structure reduces the impact of the founding team’s human capital. Therefore, to fully appreciate the effect of human capital on a venture’s success in breakthrough innovation, we must consider both the firm’s stage of life and its decision-making structure. As such, our theory pro...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"13 1","pages":"857-872"},"PeriodicalIF":0.0,"publicationDate":"2017-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85796145","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We explore the fit between a firm’s product portfolio strategy and its governance mode with respect to complementary activities that underlie its product offering. We view firm’s governance choice through the lens of orchestrating complementary activities that entail multiple interrelated and often simultaneously occurring transactions. Our key premise is that a broader product portfolio, while offering benefits through the bundle of complementary activities, raises the coordination costs for firms, making integration of complementary activities a preferred mode of governance. We find strong support for our arguments in the context of the U.S. healthcare industry. Hospitals with a narrow service portfolio are more likely to have contracts with physicians as external service providers, and hospitals with a broad service portfolio are more likely to employ their own physicians. Moreover, hospitals that deviate from this fit-based relationship suffer a significant penalty in terms of their financial performa...
{"title":"Complementarities and Coordination: Implications for Governance Mode and Performance of Multiproduct Firms","authors":"J. Lee, R. Kapoor","doi":"10.1287/orsc.2017.1150","DOIUrl":"https://doi.org/10.1287/orsc.2017.1150","url":null,"abstract":"We explore the fit between a firm’s product portfolio strategy and its governance mode with respect to complementary activities that underlie its product offering. We view firm’s governance choice through the lens of orchestrating complementary activities that entail multiple interrelated and often simultaneously occurring transactions. Our key premise is that a broader product portfolio, while offering benefits through the bundle of complementary activities, raises the coordination costs for firms, making integration of complementary activities a preferred mode of governance. We find strong support for our arguments in the context of the U.S. healthcare industry. Hospitals with a narrow service portfolio are more likely to have contracts with physicians as external service providers, and hospitals with a broad service portfolio are more likely to employ their own physicians. Moreover, hospitals that deviate from this fit-based relationship suffer a significant penalty in terms of their financial performa...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"7 1","pages":"931-946"},"PeriodicalIF":0.0,"publicationDate":"2017-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84828641","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Prior empirical studies suggest repeated exchange develops increasing value in buyer–supplier relationships. A first order implication of this finding is that buyers will concentrate exchange among a relatively small number of suppliers to generate maximum value in relationships. However, buyers are equally concerned with value capture. By distributing rather than concentrating exchange, buyers may position themselves to capture more of the value created, leaving buyers potentially conflicted concerning the choice. We label this dynamic the second paradox of embeddedness, distinguishing it from Uzzi’s [Uzzi B (1997) Social structure and competition in inter-firmnetworks: The paradox of embeddedness. Admin. Sci. Quart. 42(1):35–67.] paradox driven by technological uncertainty. By examining the procurement activities of a large, diversified manufacturing company, we then test for supplier and buyer behavior consistent with the conditions that give rise to the second paradox and behaviors that result from it.
{"title":"Creating and Capturing Value in Repeated Exchange Relationships: The Second Paradox of Embeddedness","authors":"Daniel W. Elfenbein, Todd R. Zenger","doi":"10.1287/orsc.2017.1148","DOIUrl":"https://doi.org/10.1287/orsc.2017.1148","url":null,"abstract":"Prior empirical studies suggest repeated exchange develops increasing value in buyer–supplier relationships. A first order implication of this finding is that buyers will concentrate exchange among a relatively small number of suppliers to generate maximum value in relationships. However, buyers are equally concerned with value capture. By distributing rather than concentrating exchange, buyers may position themselves to capture more of the value created, leaving buyers potentially conflicted concerning the choice. We label this dynamic the second paradox of embeddedness, distinguishing it from Uzzi’s [Uzzi B (1997) Social structure and competition in inter-firmnetworks: The paradox of embeddedness. Admin. Sci. Quart. 42(1):35–67.] paradox driven by technological uncertainty. By examining the procurement activities of a large, diversified manufacturing company, we then test for supplier and buyer behavior consistent with the conditions that give rise to the second paradox and behaviors that result from it.","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"32 1","pages":"894-914"},"PeriodicalIF":0.0,"publicationDate":"2017-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75376349","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Dimitriadis, Matthew K. O. Lee, L. Ramarajan, J. Battilana
This paper examines the critical role of gender in the commercialization of social ventures. We argue that cultural beliefs about what is perceived to be appropriate work for each gender influence how founders of social ventures incorporate commercial activity into their ventures. Specifically, we argue and show that although cultural beliefs that disassociate women from commercial activity may result in female social venture founders being less likely to use commercial activity than their male counterparts, these effects are moderated by cultural beliefs about gender and commercial activity within founders’ local communities. The presence of female business owners in the same community mitigates the role of founders’ gender on the use of commercial activity. We examine these issues through a novel sample of 584 social ventures in the United States. We constructively replicate and extend these findings with a supplemental analysis of a second sample, the full population of new nonprofit organizations foun...
{"title":"Blurring the Boundaries: The Interplay of Gender and Local Communities in the Commercialization of Social Ventures","authors":"S. Dimitriadis, Matthew K. O. Lee, L. Ramarajan, J. Battilana","doi":"10.1287/orsc.2017.1144","DOIUrl":"https://doi.org/10.1287/orsc.2017.1144","url":null,"abstract":"This paper examines the critical role of gender in the commercialization of social ventures. We argue that cultural beliefs about what is perceived to be appropriate work for each gender influence how founders of social ventures incorporate commercial activity into their ventures. Specifically, we argue and show that although cultural beliefs that disassociate women from commercial activity may result in female social venture founders being less likely to use commercial activity than their male counterparts, these effects are moderated by cultural beliefs about gender and commercial activity within founders’ local communities. The presence of female business owners in the same community mitigates the role of founders’ gender on the use of commercial activity. We examine these issues through a novel sample of 584 social ventures in the United States. We constructively replicate and extend these findings with a supplemental analysis of a second sample, the full population of new nonprofit organizations foun...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"48 1","pages":"819-839"},"PeriodicalIF":0.0,"publicationDate":"2017-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80296213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We suggest and provide empirical evidence that the bargaining power of alliance partners stemming from their prominence in alliance networks influences the ex-ante allocation of value capturing rights in high-tech alliance contracts. Network prominence can enhance the availability of alternative partners for a firm and thereby elevates the firm’s bargaining power and enables the firm to receive (i) more value capturing rights vis-a-vis its partner (i.e., more net value capturing rights) and (ii) more rights to the unexpected outcomes vis-a-vis its partner. We empirically investigate the content of research and development (R&D) collaboration contracts between biotech and pharmaceutical firms and show that as the prominence of the client (i.e., pharmaceutical firm) increases, it is able to attain (i) more net value capturing rights to outcomes within the area of collaboration and (ii) more rights to unexpected outcomes. By contrast, increased prominence of the R&D firm (i.e., biotech firm) decreases both t...
{"title":"Network Prominence, Bargaining Power, and the Allocation of Value Capturing Rights in High-Tech Alliance Contracts","authors":"Umit Ozmel, Deniz Yavuz, J. Reuer, Todd R. Zenger","doi":"10.1287/orsc.2017.1147","DOIUrl":"https://doi.org/10.1287/orsc.2017.1147","url":null,"abstract":"We suggest and provide empirical evidence that the bargaining power of alliance partners stemming from their prominence in alliance networks influences the ex-ante allocation of value capturing rights in high-tech alliance contracts. Network prominence can enhance the availability of alternative partners for a firm and thereby elevates the firm’s bargaining power and enables the firm to receive (i) more value capturing rights vis-a-vis its partner (i.e., more net value capturing rights) and (ii) more rights to the unexpected outcomes vis-a-vis its partner. We empirically investigate the content of research and development (R&D) collaboration contracts between biotech and pharmaceutical firms and show that as the prominence of the client (i.e., pharmaceutical firm) increases, it is able to attain (i) more net value capturing rights to outcomes within the area of collaboration and (ii) more rights to unexpected outcomes. By contrast, increased prominence of the R&D firm (i.e., biotech firm) decreases both t...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"43 1","pages":"947-964"},"PeriodicalIF":0.0,"publicationDate":"2017-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1287/orsc.2017.1147","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72515093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examine shifts in how analysts assess the strategies of incumbent firms following a radical technological change. Specifically, we use an inductive study of earnings conference call transcripts and analyst reports to study how analysts’ evaluative schemas change with technological change in the wireline telecommunications industry. We find three temporal themes. At first, analysts pressure firms to reverse strategic changes that are at odds with the existing “income”-focused metrics and logic that constitute the evaluative schema. Next, schema change unfolds with the ongoing technological change, as firm performance declines when measured with traditional metrics, and as managers frame strategic changes using new “growth”-focused metrics and logic. Finally, a distinct shift in the schema is apparent as analysts’ increasing attention to growth spurs a more positive view of strategic changes that they previously opposed, a less positive view of previously supported strategies that conformed to an income ...
{"title":"Measuring Up? Persistence and Change in Analysts' Evaluative Schemas Following Technological Change","authors":"Mary J. Benner, R. Ranganathan","doi":"10.1287/orsc.2017.1140","DOIUrl":"https://doi.org/10.1287/orsc.2017.1140","url":null,"abstract":"We examine shifts in how analysts assess the strategies of incumbent firms following a radical technological change. Specifically, we use an inductive study of earnings conference call transcripts and analyst reports to study how analysts’ evaluative schemas change with technological change in the wireline telecommunications industry. We find three temporal themes. At first, analysts pressure firms to reverse strategic changes that are at odds with the existing “income”-focused metrics and logic that constitute the evaluative schema. Next, schema change unfolds with the ongoing technological change, as firm performance declines when measured with traditional metrics, and as managers frame strategic changes using new “growth”-focused metrics and logic. Finally, a distinct shift in the schema is apparent as analysts’ increasing attention to growth spurs a more positive view of strategic changes that they previously opposed, a less positive view of previously supported strategies that conformed to an income ...","PeriodicalId":93599,"journal":{"name":"Organization science (Providence, R.I.)","volume":"17 1","pages":"760-780"},"PeriodicalIF":0.0,"publicationDate":"2017-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81839277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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