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Weak organizational actors can overcome the consequences of their dependence by securing the control of valuable resources or by embedding dependence relationships into social networks. While these strategies may not eliminate the underlying dependence, they can curtail the ability or the willingness of the stronger party to use power. Embedding strategies, however, can also have unintended consequences. Because the network structures that confer power to the weak are inherently more stable, they can persist beyond the point of being beneficial, trapping weak actors into unsuitable network structures. The power of the weak can thus become the weakness of the strong.

Organizational demography research tends to invoke multi-level concepts that require multi-level theories and analysis. Scholars originally paid little attention to this multi-level work. However, the complex issues involved in studying multi-level demographic phenomena are receiving increasing scrutiny. Three historical oppositions in social science have contributed to current limitations: the disciplinary differences between psychology and sociology; the analytical antagonism between quantitative and qualitative analysis; and the rhetorical distinctions between deductive and inductive discussion. These oppositions suggest that a more qualitative, inductive approach may uncover new directions for multi-level demographic theory. Two possibilities are discussed. One is to refocus on the phenomena themselves instead of their outcomes. Another is to explore how demographic misperceptions influence individual behavior.

Studies of corporate social responsibility (CSR) and stakeholder engagement have recently gained traction in the global strategy field. However, they have mostly developed as parallel streams, thereby limiting the cross-fertilization between global strategy research and stakeholder theory. We believe that because the CSR context in essence calls for the simultaneous participation of a large and heterogeneous set of local and global stakeholders, it requires a novel theorizing of multinational enterprises’ (MNEs’) worldwide practice implementation. Thus, we develop a series of propositions in the context of CSR to highlight the role stakeholders play in MNE subsidiaries’ implementation of initiatives, depending on the complex institutional pressures that they undergo, their distance from the parent’s home country, and their level of network embeddedness. We focus in particular on the role of stakeholder demands alignment in subsidiaries’ CSR implementation. Our conceptual propositions are enriched by the consideration of illustrative data on initiatives undertaken by Iberdrola from 2008 to 2014.

In this paper we develop an integrated model identifying the key factors involved in managing exploratory innovation processes while also maintaining current business models and processes.

We first characterize the problem of innovation as consisting of “the four central problems” organizations face when trying to manage innovation processes (Van de Ven, 1986). We develop an enhanced version of O’Connor’s (2008) Discovery, Incubation and Acceleration (DIA) model by integrating elements of Sanchez’ (2012) theory of architectural isomorphism as well as Markides’ (2008) framework for strategically assessing the benefits of segregation versus integration of innovation processes. We develop and apply our model working with managers in two company contexts to assure the ability of our Integrated Model to identify key organizational and strategic variables that need to be recognized and managed in order to sustain successful exploratory innovation processes.

Reviews of our “Enhanced Integrated Model” with managers in the two companies suggest that our model would help them to recognize and manage key issues that were not addressed adequately in their prior efforts at exploratory innovation.

Our model building process provides a basic template for other research focused on developing normative management models through case-based research. The specific elements included in our Enhanced Integrated Models should provide managers with a useful model for managing exploratory innovation processes.

This chapter estimates a regime switching Taylor Rule for the European Central Bank (ECB) in order to investigate some potential nonlinearities in the forward-looking policy reaction function within a real-time framework. In order to compare observed and predicted policy behavior, the chapter estimates Actual and Perceived regime switching Taylor Rules for the ECB. The former is based on the refi rate set by the Governing Council while the latter relies on the professional point forecasts of the refi rate performed by a large investment bank before the upcoming policy rate decision. The empirical evidence shows that the Central Bank’s main policy rate has switched between two regimes: in the first one the Taylor Principle is satisfied and the ECB stabilizes the economic outlook, while in the second regime the Central Bank cuts rates more aggressively and puts a higher emphasis on stabilizing real output growth expectations. Second, the results point out that the professional forecasters have broadly well predicted the actual policy regimes. The estimation results are also robust to using consensus forecasts of inflation and real output growth. The empirical evidence from the augmented Taylor Rules shows that the Central Bank has most likely not responded to the growth rates of M3 and the nominal effective exchange rate and the estimated regimes are robust to including these additional variables in the regressions. Finally, after the bankruptcy of Lehman Brothers the policy rate has switched to a crisis regime as the ECB has focused on preventing a further decline in economic activity and on securing the stability of the financial system.

Although studies of “core competence” appear frequently, the concept lacks a clear definition that allows one to operationalize it and use it to develop falsifiable predictions. We propose a definition based on the phenomenon that core competence is typically applied to – adaptations to different external context. Sourcing insight form the paradigm of organizational ecology, we develop arguments rooted in theories of structural inertia and environmental imprinting. Empirical analyses of failure rates of entrants in the Italian automobile industry confirm our propositions that core competence is a source of competitive advantage when industry entry is based on relevant capabilities and a source of inertia and obsolescence when core competences need to be substantially altered. We conclude that whether core competence materializes as a dynamic capability or exposes the firm to liability to selection and obsolescence is a random process. Its outcome hinges on environmental variation and the resulting firm-environment (mis)alignment and is thus largely beyond managerial control.

Purpose – This chapter focuses on the status of Emile Durkheim's work in the United States, and on the prospects of its rehabilitation in light of the crisis of theory engendered by the critique of the theory of the sign and the paradox presented by the application of terms that invoke an inertial view of culture to everyday discourse.

Design/methodology/approach – How is it possible to reconcile the most general aspect of the internal life of the sociality that Durkheim places under the name of “solidarity,” with the theoretically expansive idea of social movements and with an idea of a generative culture radically different from the inertial institutional concept attributed to Durkheim? Our argument depends on conceiving of society as a course of activity, therefore, according to internal relations among subjectivities and objectivities. The main ontological assumptions of the human sciences are that humans and human affairs are essentially social and that sociality is irreducible and irrepressible. That difference lies at the heart of every attempt to identify something as unitary, complete, and stable.

Findings – Culture is tied to social movements, where the latter are thought of as expressions of the “becoming” of society. An understanding of the dynamics of culture requires revisiting dialectics and “internal relations.” The challenge to the idea of meaning based on the exchange of signs requires a reformulation of basic categories of human science. When the social is thought of as historical, it is necessary to think of history as immanent rather than as a condition or temporal course. Therefore, one is driven back to Marx by way of Hegel, where “history” refers to the contradictory character of whatever can be said about the social. It follows that every instance of unity is merely ostensible and cannot be relied on as a primary referent of a social science.

Research limitations/implications – “Culture” can no longer stand for something inert; rather, it appears as radically generative and reflexive. Further, it is not independent of economic reality, though it has the sort of weight that makes economism impossible.

Originality value – This chapter will stimulate more insightful appreciations of the work of Emile Durkheim, relative to his typical reception in U.S. social science. For instance, to reappropriate Durkheim for theoretical purposes, it is necessary to work through the problems raised by poststructuralism and the literature of ethnomethodology and its adjacent areas of research, with attention to the ontological presuppositions of theories of human affairs and the epistemological requirement of all the human sciences, that theory find itself in its object and its object in itself.

To investigate a firm's propensity to continue internationalization, the so-called Uppsala internationalization process model is a logical point of departure (Johanson & Vahlne, 1977, 1990). Building upon a behavioral theory of the firm (Cyert & March, 1963) and Penrose's (1959) theory of the growth of the firm, the basic logic of the Uppsala or U-model is quite straightforward: The allocation of resources to foreign activities holds a certain risk yet induces experiential learning, which results in market-specific knowledge. The increasing stock of market-specific knowledge reduces this risk and stimulates additional allocation of resources (Eriksson, Johanson, Majkgård, & Sharma, 1997).