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Book part
Publication date: 23 September 2022

Kerem Gurses, Basak Yakis-Douglas and Pinar Ozcan

In this paper, we investigate how digital technology disruptors and the incumbents who stand to be disrupted by them frame their arguments to transform or sustain existing…

Abstract

In this paper, we investigate how digital technology disruptors and the incumbents who stand to be disrupted by them frame their arguments to transform or sustain existing institutional frameworks to enable or deter the market entry of these technologies. Using a longitudinal, comparative case analysis of three digital technologies – namely, voice over Internet protocol (VoIP), cloud antenna, and over-the-top (OTT) technologies – we explore how stakeholders use public interest frames for this purpose. We find that entrepreneurs use three specific frames to drive institutional change for the successful adoption of digital technologies in the presence of established incumbents and powerful regulators: frames that emphasize the broad public appeal of the new digital technology; frames that emphasize efficiency, democracy, and technological advancement; and frames that emphasize present as well as future benefits to the public. We find that constructing interpretations of what serves the public interest is the primary tactic used by disruptors to gain market entry, and an equally popular weapon for incumbents to block the entry of new digital technologies. These interpretations lead to a framing contest aimed at influencing regulators and obtaining a more favorable institutional environment. Our empirical findings illustrate that new digital technologies themselves are not the sole contributors to institutional change. Rather, institutional outcomes associated with the introduction of new digital technologies are shaped by how disruptors and incumbents use public interest frames and how regulators react to these frames.

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Digital Transformation and Institutional Theory
Type: Book
ISBN: 978-1-80262-222-5

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Book part
Publication date: 8 October 2018

Erin I. Castellas and Jarrod Ormiston

This chapter aims to understand whether and how impact investment, a novel approach to financing social and sustainable entrepreneurship, is aligned with, and contributing to, the…

Abstract

This chapter aims to understand whether and how impact investment, a novel approach to financing social and sustainable entrepreneurship, is aligned with, and contributing to, the sustainable development goals (SDGs). We theorise the SDGs as a ‘field-level frame’, a cultural template guiding social and environmental change. We analyse performance data of impact investors both in Australia and globally and map this impact data to the 17 SDGs. We find that impact investors are engaging with language consistent with the SDGs a possible field-level frame to guide impact strategy and measurement. To date, impact investors measure social outcomes more frequently than environmental outcomes; this may be explained, in part, by our analysis that reveals some SDGs create greater points of leverage to generate layers of impact across SDGs. This chapter explains how impact investors are engaging with the pursuit of the SDG agenda.

Book part
Publication date: 18 April 2022

Jade Y. Lo and Eunice Y. Rhee

Entrepreneurs frequently tout how their ideas and innovations will become the “next big thing.” Yet, many such innovations – after the initial excitement and an upsurge in

Abstract

Entrepreneurs frequently tout how their ideas and innovations will become the “next big thing.” Yet, many such innovations – after the initial excitement and an upsurge in expectations – may experience a bust following the initial boom. We develop a conceptual framework to theorize how entrepreneurs may attract attention and garner support from wider stakeholders through the use of framing strategies. Yet, these framing activities will also invite more diverse participants and lead to an increasingly incoherent and imbalanced frame at the collective level, making it challenging to maintain resonance among key stakeholders, in turn hampering the healthy development of the nascent market in the long run. Looking beyond just the positive and short-term effects of cultural entrepreneurship on market emergence, we offer a more balanced view by examining the potential downsides of entrepreneurial legitimacy-building strategies.

Details

Advances in Cultural Entrepreneurship
Type: Book
ISBN: 978-1-80262-207-2

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Content available
Book part
Publication date: 8 October 2018

Abstract

Details

Entrepreneurship and the Sustainable Development Goals
Type: Book
ISBN: 978-1-78756-375-9

Open Access
Book part
Publication date: 29 March 2022

Joel Gehman, Dror Etzion and Fabrizio Ferraro

Although management scholars have embraced grand challenges research, in many cases, grand challenges have been treated as merely a context for exploring extant theoretical

Abstract

Although management scholars have embraced grand challenges research, in many cases, grand challenges have been treated as merely a context for exploring extant theoretical perspectives. By comparison, our approach – robust action – provides a novel theoretical framework for tackling grand challenges. In this invited article, we revisit our 2015 model, clarifying and elaborating its key elements and taking stock of subsequent developments. We then identify three promising directions for future research: scaffolding, future imaginaries, and distributed actorhood. Ultimately, our core message is remarkably simple: robust action strategies – participatory architecture, multivocal inscription and distributed experimentation – jointly provide a means for tackling grand challenges that is well matched to their complexities, uncertainties, and evaluativities.

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Organizing for Societal Grand Challenges
Type: Book
ISBN: 978-1-83909-829-1

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Book part
Publication date: 8 October 2018

Nikolaos Apostolopoulos, Haya Al-Dajani, Diane Holt, Paul Jones and Robert Newbery

This book explores the interaction between entrepreneurship and UN sustainable development goals (SDGs). Our existing knowledge of how entrepreneurship can contribute to the SDGs…

Abstract

This book explores the interaction between entrepreneurship and UN sustainable development goals (SDGs). Our existing knowledge of how entrepreneurship can contribute to the SDGs and how their implementation can transform enterprises is limited. This is due to several factors including the recent launch of the SDGs and the rapidly growing and changing global economic, social and environmental challenges. Entrepreneurship, however, can be the engine for transforming our world and overcoming the diverse nature of these global challenges. Beyond the rationale of this book, the organisation and structure of the book is presented. All chapters are introduced and their key points highlighted. At the end of this chapter, the editors provide concluding remarks, future research avenues and policy implications arising from this collective volume.

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Entrepreneurship and the Sustainable Development Goals
Type: Book
ISBN: 978-1-78756-375-9

Keywords

Book part
Publication date: 24 March 2017

Harsh K. Jha and Christine M. Beckman

We examine the emergence of an organizational form, charter schools, in Oakland, California. We link field-level logics to organizational founding identities using topic modeling…

Abstract

We examine the emergence of an organizational form, charter schools, in Oakland, California. We link field-level logics to organizational founding identities using topic modeling. We find corporate and community founding actors create distinct and consistent identities, whereas more peripheral founders indulge in more unique identity construction. We see the settlement of the form into a stable ecosystem with multiple identity codes rather than driving toward a single organizational identity. The variety of identities that emerge do not always map onto field-level logics. This has implications for the conditions under which organizational innovation and experimentation within a new form may develop.

Book part
Publication date: 1 January 2013

Markus A. Höllerer, Dennis Jancsary, Renate E. Meyer and Oliver Vettori

In this paper, we explore how corporations use visual artifacts to translate and recontextualize a globally theorized managerial concept (CSR) into a local setting (Austria). In…

Abstract

In this paper, we explore how corporations use visual artifacts to translate and recontextualize a globally theorized managerial concept (CSR) into a local setting (Austria). In our analysis of the field-level visual discourse, we analyze over 1,600 images in stand-alone CSR reports of publicly traded corporations. We borrow from framing analysis and structural linguistics to show how the meaning structure underlying a multifaceted construct like CSR is constituted by no more than a relatively small number of fundamental dimensions and rhetorical standpoints (topoi). We introduce the concept of imageries-of-practice to embrace the critical role that shared visual language plays in the construction of meaning and the emergence of field-level logics. In particular, we argue that imageries-of-practice, compared to verbal vocabularies, are just as well equipped to link locally resonating symbolic representations and globally diffusing practices, thus expressing both the material and ideational dimension of institutional logics in processes of translation. We find that visual rhetoric used in the Austrian discourse emphasizes the qualities of CSR as a bridging concept, and facilitates the mediation of inconsistencies in several ways: By translating abstract global ideas into concrete local knowledge, imageries-of-practice aid in mediating spatial oppositions; by linking the past, present, and future, they bridge time; by mediating between different institutional spheres and their divergent logics, they appease ideational oppositions and reduce institutional complexity; and, finally, by connecting questionable claims with representations of authenticity, they aid in overcoming credibility gaps.

Book part
Publication date: 1 January 2013

Markus A. Höllerer, Dennis Jancsary, Renate E. Meyer and Oliver Vettori

In this paper, we explore how corporations use visual artifacts to translate and recontextualize a globally theorized managerial concept (CSR) into a local setting (Austria). In…

Abstract

In this paper, we explore how corporations use visual artifacts to translate and recontextualize a globally theorized managerial concept (CSR) into a local setting (Austria). In our analysis of the field-level visual discourse, we analyze over 1,600 images in stand-alone CSR reports of publicly traded corporations. We borrow from framing analysis and structural linguistics to show how the meaning structure underlying a multifaceted construct like CSR is constituted by no more than a relatively small number of fundamental dimensions and rhetorical standpoints (topoi). We introduce the concept of imageries-of-practice to embrace the critical role that shared visual language plays in the construction of meaning and the emergence of field-level logics. In particular, we argue that imageries-of-practice, compared to verbal vocabularies, are just as well equipped to link locally resonating symbolic representations and globally diffusing practices, thus expressing both the material and ideational dimension of institutional logics in processes of translation. We find that visual rhetoric used in the Austrian discourse emphasizes the qualities of CSR as a bridging concept, and facilitates the mediation of inconsistencies in several ways: By translating abstract global ideas into concrete local knowledge, imageries-of-practice aid in mediating spatial oppositions; by linking the past, present, and future, they bridge time; by mediating between different institutional spheres and their divergent logics, they appease ideational oppositions and reduce institutional complexity; and, finally, by connecting questionable claims with representations of authenticity, they aid in overcoming credibility gaps.

Book part
Publication date: 16 November 2023

Tae-Ung Choi, Grace Augustine and Brayden G King

Organizational theorists and strategy scholars are both interested in how organizations deal with ambiguity, especially in relation to implementation. This chapter examines one…

Abstract

Organizational theorists and strategy scholars are both interested in how organizations deal with ambiguity, especially in relation to implementation. This chapter examines one source of ambiguity that organizations face, which is based on their efforts to implement moral mandates. These mandates, which are related to areas such as environmental sustainability and diversity, are inherently ambiguous, as they lack a shared understanding regarding their scope and associated practices. They are also often broad and systemic and may be unclearly aligned with an organization's strategy. Due to these challenges, in this chapter, we theorize that collective action at the field level is necessary for organizations to advance and concretize moral mandates. We examine this theorizing through the case of the implementation of sustainability in higher education. We hypothesize and find support for the idea that when an organization's members engage in collective action at the field level, those organizations have an increased likelihood of achieving sustainability implementation. To gain insight into this field-to-organization relationship, we qualitatively examine 18 years of conversations from an online forum to develop a process model of moral mandate implementation. We theorize that collective action functions as a field-configuring space, in which actors from a variety of organizations come together to (1) refine the scope of the mandate and (2) create an implementation repertoire that actors can draw on when seeking to bring sustainability to their own organizations. Overall, our study provides a model of how ambiguous moral mandates can be implemented by highlighting the important role of collective action across organizations in concretizing those mandates and providing actors with the tools for their implementation.

Details

Organization Theory Meets Strategy
Type: Book
ISBN: 978-1-83753-869-0

Keywords

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