Strong in the morning, dead in the evening: a genealogical and contextual perspective on organizational selection

Abstract

A key component of evolutionary models in economics and organizational research, the notion of organizational selection is rarely the object of inquiry. It generally suggests instead a neutral and unquestioned process, a mechanism explaining organizational success and survival. In this chapter, we explore the variation of selection; we problematize the notion of selection and do an exercise in conceptual genealogy. We differentiate between three patterns of firm selection: Darwinian, strategic, and institutional and define the associated “embedded rationalities” that buttress those different selection patterns. We illustrate how selection differed and evolved through time by exploring two empirical cases – France and the United States. Building upon our empirical exploration, we stress some important contributions for three theories familiar to strategy scholars – resource-based view, population ecology, and institutional theory. We also point to some consequences for empirical research and suggest new directions for future work on the dynamics of organizational action.

Citation

Djelic, M.-L. and Durand, R. (2010), "Strong in the morning, dead in the evening: a genealogical and contextual perspective on organizational selection", Joel A.C., B. and Lampel, J. (Ed.) The Globalization of Strategy Research (Advances in Strategic Management, Vol. 27), Emerald Group Publishing Limited, Leeds, pp. 279-312. https://doi.org/10.1108/S0742-3322(2010)0000027013