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How do radical technological fields become naturalized and taken for granted? This is a fundamental question given both the positive and negative hype surrounding the emergence of many new technologies. In this chapter, we study the emergence of the US nanotechnology field, focusing on uncovering the mechanisms by which leaders of the National Nanotechnology Initiative managed hype and its concomitant legitimacy challenges which threatened the commercial viability of nanotechnology. Drawing on the cultural entrepreneurship literature at the interface of strategy and organization theory, we argue that the construction of a naturalizing frame – a frame that focuses attention and practice on mundane, “rationalized” activity – is key to legitimating a novel and uncertain technological field. Leveraging the insights from our case study, we further develop a staged process model of how a naturalizing frame may be constructed, thereby paving the way for a decrease in hype and the institutionalization of new technologies.

This study explicitly explores the moderating role of management quality, at multiple organizational levels, in the relationship between telework and job satisfaction.

This study employs fixed effects regression with clustered robust standard errors at the departmental level to account for the multilevel nature of the data.

The results of fixed effects analyses suggest that when the quality of one's direct supervisor and the quality of their supervisor's manager is high, the relationship between job satisfaction and telework frequency becomes stronger and positive.

This research illuminates the crucial moderating role of management quality at multiple organizational levels in the relationship between telework and employee job satisfaction during an unprecedented workforce shock.