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��ࡱ�>�� r��cbjbjqq2�ee�[ ��8��$�ml��l�l�l�l�l�l�l$�n�)q:�l��l��4�lhhh��lh��lhhh��dv��h�l�l0mhcq�rcqhh�/cq�jh��h��l�l��m��cq��: organization science volume 23, issue 2, jan/feb 2012 1. title: explaining employee engagement with strategic change implementation: a meaning-making approach authors: sonenshein, scott; dholakia, utpal abstract: using a framework of meaning-making derived from social psychological research on how individuals manage adverse life events and research on sensemaking, we develop and test a theory about how frontline employees overcome the challenges of implementing strategic change. we find that certain types of meaning-making (strategy worldview and benefits finding) can create the requisite psychological resources that facilitate employees engaging in change implementation behaviors. the meaning-making change adaptation model (mcam) we develop helps explain when and how employees adapt to change, thereby opening the "black box" of how to facilitate more effective strategic change implementation. we develop and empirically test the mcam using qualitative and quantitative data from a fortune 500 retailer. 2. title: a balancing act: how organizations pursue consistency in routine functioning in the face of ongoing change authors: turner, scott f.; rindova, violina abstract: this study examines how participants in routines view and balance pressures for consistency in the face of ongoing change. we address this question through a qualitative case-based inquiry into the ostensive aspects of the core operational routine in six waste management organizations. we find that organizational members simultaneously establish and maintain two ostensive patterns-one of targeted consistency and another of flexibility in internal coordination-by leveraging artifacts and connections. organizations, however, could not establish similar patterns among their customers, who, lacking connections with other routine participants, expected consistency and performed their part less flexibly. these observations lead us to develop a theoretical model that identifies the processes through which simultaneous ostensive patterns of consistency and flexibility are established and sustained among organizational members, as well as the challenges that arise from multiplicity of ostensive patterns among routine participants with different roles and connections. the model advances the dynamic perspective on routines by articulating how artifacts and connections support the balancing of pressures for consistency and for change in routine functioning. 3. title: wall street vs. main street: firm strategies for defending legitimacy and their impact on different stakeholders authors: lamin, anna; zaheer, srilata abstract: we assess the effect of firm strategies to defend legitimacy on two different stakeholder groups-the public ("main street") and the investment community ("wall street"). we identify four types of firm strategies in response to challenges to their legitimacy-denial, defiance, decoupling, and accommodation- drawing from theory and from case studies of international outsourcing. we then develop and test hypotheses on the effectiveness of these strategies in defending legitimacy across these two stakeholder groups, using data from media reports and press releases on all 126 distinct accusations of the use of international sweatshops by u.s. firms from 1990 through 2002. we find that denial and defiance responses hinder the recovery of legitimacy on main street, and none of the responses has a positive effect on public perception, whereas wall street is unaffected by denial and defiance but views decoupling favorably. main street and wall street thus perceive firm actions to defend its legitimacy quite differently, suggesting that these worlds operate by separate moralities in which main street appears to privilege fairness as a core value, whereas wall street privileges profit. 4. title: status differences in the cognitive activation of social networks authors: smith, edward bishiop; menon, tayna; thompson, leigh abstract: we develop a dynamic cognitive model of network activation and show that people at different status levels spontaneously activate, or call to mind, different subsections of their networks when faced with job threat. using a multimethod approach (general social survey data and a laboratory experiment), we find that, under conditions of job threat, people with low status exhibit a winnowing response (i.e., activating smaller and tighter subsections of their networks), whereas people with high status exhibit a widening response (i.e., activating larger and less constrained subsections of their networks). we integrate traditional network theories with cognitive psychology, suggesting that cognitively activating social networks is a precondition to mobilizing them. one implication is that narrowing the network in response to threat might reduce low-status group members' access to new information, harming their chances of finding subsequent employment and exacerbating social inequality. 5. title: evaluative schemas and the mediating role of critics authors: hsu, greta; roberts, peter w.; swaminathan, anand abstract: how do critics enable producers and consumers to come to mutually agreeable terms of trade? we propose that critics offer more guidance to those who set prices when their quality assessments are structured by clearer evaluative schemas. schema clarity enables producers to accurately anticipate the quality assessments that critics will disseminate to the market. this allows their posted prices to center more faithfully on prevailing conceptions of quality. we then argue that the position of a producer within the market's social structure-in terms of its prior coverage, reputation, and niche width-influences the degree to which it is guided by clear evaluative schemas. we test these predictions in the market for u.s. wines. after elaborating a novel approach to inferring the clarity of evaluative schemas within different varietal categories, we demonstrate that list prices are less variable around expected levels when the schemas used to evaluate quality are clearer. moreover, this effect is stronger among more relevant and more focused producers in each category. 6. title: how managers use multiple media: discrepant events, power, and timing in redundant communication authors: leonardi, paul m.; neeley, tsedal b.; gerber, elizabeth m. abstract: several recent studies have found that managers engage in redundant communication; that is, they send the same message to the same recipient sequentially through two or more unique media. given how busy most managers are, and how much information their subordinates receive on a daily basis, this practice seems, initially, quite puzzling. we conducted an ethnographic investigation to examine the nature of events that compelled managers to engage in redundant communication. our study of the communication patterns of project managers in six companies across three industries indicates that redundant communication is a response to unexpected endogenous or exogenous threats to meeting work goals. managers used two distinct forms of redundant communication to mobilize team members toward mitigating potentially threatening discrepant events-unforeseen disruptive occurrences during the regular course of work. managers with positional power over team members reactively followed up on a single communication when their attempt to communicate the existence of a threatening discrepant event failed, and they determined that a second communication was needed to enable its joint interpretation and to gain buy-in. in contrast, managers without positional power over team members proactively used redundant communication to enroll team members in the interpretation process-leading team members to believe that they had come up with the idea that completion of their project was under threat-and then to solidify those interpretations. moreover, findings indicate that managers used different types of technologies for these sequential pairings based on whether their motivation was simply to transmit a communication of threat or to persuade people that a threat existed. we discuss the implications of these findings for theory about, and the practice of, technologically mediated communication, power, and interpretation in organizations. 7. title: sensemaking under pressure: the influence of professional roles and social accountability on the creation of sense authors: cornelissen, joep p. abstract: in this paper, i elaborate a theoretical model of how individuals come to make or create sense through their language while being accountable to others. using accounts of corporate communication professionals who made sense of anomalous circumstances, i analyze how they used metaphorical words and expressions to organize their accounts and to negotiate between their own individual commitments and perceived social expectations. based on the analysis, i induce that professionals (a) use individual metaphors to align themselves with the expectations of others and to mark particular roles for themselves that strictly meet those expectations ("strategic shifting") when they perceive the social approval motive as strong; (b) engage in the extended use of a single metaphor to compress a situation into a frame that mediates between individual convictions and others' expectations ("framing") when they know the views of others but are also strongly motivated to think through a circumstance as part of their professional role or previous commitments; and (c) systematically use a combination of metaphors that are blended and elaborated into a plausible narrative that attributes responsibility and prescribes a course of action ("narration") when they are in a position (as part of their role) to define a circumstance, are unconstrained by past experiences, and do not directly know the views of others. this model integrates findings from prior research and combines the influence of role-related commitments and social accountability pressures on sensemaking. 8. title: impact of growth opportunities and competition on firm-level capability development trade-offs authors: rahmandad, hazhir abstract: how should managers prioritize among production, product development, branding, internationalization, and other capabilities and resources? this question is central to the resource-based view, and the answer depends not only on the direct returns on investment in each capability but also on the trade-offs in using those returns for future growth or survival in a competitive market. through simulation experiments, this study examines firm-level capability development trade-offs in the context of a firm's market-level competition and growth. it is found that investing in operational capabilities (which enhance short-term performance) gains priority over investing in long-term dynamic capabilities when the operational capability investment strengthens the reinforcing loop between performance, investment flow, and capability development. such operational capability investment provides growth opportunities and competitive advantage. moreover, in strategic competition, firms anticipating rivals' focus on short-term growth need to further ignore dynamic (long-term) capability building in order to survive. testable propositions are offered as to how trade-offs between short-term and long-term investments depend on different firm and industry characteristics. the results may explain why short-term-focused firm behavior persists in firms even in the absence of discounting, short-term managerial incentives, decision biases, or learning failures. 9. title: setting your own standards: internal corporate governance codes as a response to institutional pressure authors: okhmatovskiy, ilya; david, robert j. abstract: this paper is concerned with organizational response to institutional pressure. we argue that when faced with externally imposed standards, organizations can sometimes respond by developing alternative standards for the same practices. this "substitution response" can shift the attention of stakeholders away from noncompliance with the original standards to adherence to the alternative standards. empirically, we examine organizational response to the introduction of a government-sponsored but nonmandatory corporate governance code. unable to comply with all of the requirements of this very specific and demanding code, many firms responded by developing their own internal corporate governance codes. we predict and show that adoption of these internal codes is driven by the visibility of a firm's corporate governance practices and by mimetic forces. we also find that internal governance codes differ in their degree of ceremoniality and that ceremoniality is inversely related to organizational dependence on stakeholders who value good corporate governance. these findings help us to understand when organizational responses to institutional pressure take a ceremonial as opposed to substantive form. 10. title: regions matter: how localized social capital affects innovation and external knowledge acquisition authors: laursen, keld; masciarelli, francesca; prencipe, andrea abstract: to introduce new products, firms often use knowledge from other organizations. drawing on social capital theory and the relational view of the firm, we argue that geographically localized social capital affects a firm's ability to innovate through various external channels. combining data on social capital at the regional level, with a large-scale data set of the innovative activities of a representative sample of 2,413 italian manufacturing firms from 21 regions, and controlling for a large set of firm and regional characteristics, we find that being located in a region characterized by a high level of social capital leads to a higher propensity to innovate. we find also that being located in an area characterized by a high degree of localized social capital is complementary to firms' investments in internal research and development (r&d) and that such a location positively moderates the effectiveness of externally acquired r&d on the propensity to innovate. 11. title: risks of corporate entrepreneurship: autonomy and agency issues authors: shimizu, katsuhiko (katsu) abstract: although research on corporate entrepreneurship (ce) has attracted increasing attention, risks of ce are not well examined. in this paper, we examine direct and indirect agency risks associated with providing middle and operational managers with autonomy in the hopes of encouraging ce. the key ideas behind our discussion involve two dilemmas of ce. (1) to solve the risk-averseness problem of middle and operational managers and unleash their entrepreneurial ideas, top management needs to encourage autonomous behaviors, which can also exacerbate a different type of agency problem: opportunistic behaviors. (2) although the generation of new ideas to explore new strategic directions and/or opportunities is important, the very newness of the ideas make them difficult to evaluate, and thus the selection process may be perceived as unfair by some managers. we propose that (a) stock options, (b) passive monitoring, and (c) perceived procedural justice would attenuate the negative side effects associated with ce, such as opportunistic behaviors and perceived unfairness. although research in ce often stresses autonomy of middle and operational managers for new idea generation as important, examining the whole process in terms of idea generation, selection, and implementation with respect to potential risks will extend the ce literature. 12. title: achieving demand-side synergy from strategic diversification: how combining mundane assets can leverage consumer utilities authors: guanglian ye; priem, richard l.; alshwer, abdullah a. abstract: we explore the overlooked issue of how certain strategic-level, interindustry diversification options might increase consumer utility. discussions of inter-industry diversification typically focus on producer synergies obtainable from economies of scope or from skill transfer across business units. discussions of intra-industry product diversification- generally, the province of marketing-typically focus on synergies obtainable from product bundling, which lowers producer costs or provides convenience for consumers. we take a different tack by linking interindustry diversification and consumer utility. we first separately examine two possible consumer benefits of interindustry diversification: (1) facilitating consumers' accomplishment of two tasks simultaneously or (2) attracting diverse consumer groups to a common platform when intergroup externalities exist. we then assess a simple empirical context that shows potential for simultaneous consumer utilities and two-sided market utility together. we analyze this context and concurrently develop a mathematical model showing how these demand-side synergies can create unique business value. we next introduce asymmetric preferences among consumer subgroups, and we refine our arguments by comparing their conclusions with the empirical data. we learn that combinations of otherwise mundane (i.e., commonplace) assets can create consumer value-"superior" assets are not necessary. moreover, common ownership is necessary for the pricing flexibility required to deliver (and capture) maximum value through interindustry diversification, especially when consumer groups' preferences may change; the negotiations and settling up required for cooperation through alliances will, without common ownership, increase costs and reduce responsiveness. we discuss the sustainability of demand-side advantages and the implications of these ideas for future research and practice. 13. title: ceo replacement in turnaround situations: executive (mis)fit and its performance implications authors: guoli chen; hambrick, donald c. abstract: countering the widely held view that chief executive officer (ceo) succession is generally beneficial in turnaround situations, we adopt an executive fit/refit logic, proposing that the implications of ceo replacement depend integrally on the incumbent's degree of misfit and the successor's degree of fit to the contextual conditions at hand. drawing from prior turnaround research, we identify several prominent forms of ceo fit/misfit that are especially germane to troubled firms. in testing our hypotheses, we find substantial support for the fit/refit theory: troubled companies have substantially better performance to the extent that they replace incumbents who are poorly suited to the conditions at hand and when they appoint new ceos who are well matched to those conditions. further reaffirming the fit/refit model, we find that ceo replacement per se has no general effect on the improvement of troubled firms. 14. title: the sociological ambivalence of bureaucracy: from weber via gouldner to marx authors: adler, paul s. abstract: reports of the demise of the bureaucratic form of organization are greatly exaggerated, and debates about bureaucracy's functions and effects therefore persist. for many years, a broad current of organizational scholarship has taken inspiration from max weber's image of bureaucracy as an "iron cage" and has seen bureaucracy as profoundly ambivalent- imposing alienation as the price of efficiency. following a path originally sketched by alvin gouldner [gouldner, a. w. 1954. patterns of industrial bureaucracy. free press, glencoe, il], some recent research has challenged this view as overly pessimistic, arguing that bureaucracy need not always be coercive but can sometimes take a form that is experienced as enabling. the present article challenges both weber's and gouldner's accounts, arguing that although bureaucracy's enabling role may sometimes be salient to employees, even when it is, bureaucracy typically appears to them as ambivalent- simultaneously enabling and coercive. i offer an unconventional reading of marx as a way to make sense of this ambivalence. 15. title: toward a behavioral theory of strategy authors: gavetti, giovanni abstract: this paper offers an analytical structure to pinpoint the behavioral roots of superior performance, where "behavioral" denotes "being about mental processes." such roots are identified in behavioral deviations from market efficiency. the causes of these deviations are behavioral factors that bound firms' ability to pursue and compete for superior opportunities. because these bounds are systematic and diffused among firms, they ensure that latent opportunities are not competed away. in this setting, the behavioral bases of superior performance stem from a superior ability to overcome focal behavioral bounds. this analytical structure is used to identify the mental processes especially important to firm performance that strategic leaders can reliably manage. its key insight is that superior opportunities are cognitively distant. they rarely correspond to common ways of thinking. the reason for this is that it is necessary to overcome strong behavioral bounds to pursue these opportunities. this insight contrasts with mainstream behavioral approaches to strategy, which focus on the virtues of local action, and it has two implications: the behavioral essence of superior performance corresponds to strategic leaders' superior ability to manage the mental processes necessary to pursue cognitively distant opportunities; and pursuing the cognitively distant implies a more expansive conception of strategic agency (e.g., the role of strategic leaders) than is acknowledged by mainstream behavioral approaches to strategy. the challenges posed by this conception require a model of human cognition that goes beyond the understanding of bounded rationality that is diffused in current behavioral strategy research. the second part of the paper assesses the traits of a model of human mind that can support the behavioral conception of strategic agency advocated and proposes a unified model of the human mind that centers on associative processes. 16. title: comment on "toward a behavioral theory of strategy" authors: brandenburger, adam; vinokurova, natalya abstract: the authors comment on the article "toward a behavioral theory of strategy," by giovanni gavetti, published in the journal. they say gavetti claims some firms are endowed with better ways of representing the world around them than their competitors. according to them, his notion of a representation of the world is not fully captured by language. 17. title: purpose and progress in the theory of strategy: comments on gavetti authors: winter, sidney g. abstract: this article comments on the behavioral theory of strategy advanced in gavetti [gavetti, g. 2012. toward a behavioral theory of strategy. organ. sci. 23(1) 267-285]. his proposal offers valuable insights into the cognitive aspects of strategy when leaders are trying for big wins. it provides less guidance for understanding the actual achievement of success, partly because it underestimates the role of serendipity and of contextual factors illuminated by prior strategy research. 18. title: statement from the editor regarding "status conflict in groups" authors: levinthal, daniel a. abstract: a correction to the article "status conflict in groups," by corinne bendersky and nicholas a. hays, published in the august 4, 2011 issue of the journal is presented. &')035679b��ʹʹʨ��tl_qc3qh=h�hu<�5�ojqj^jo(ht4ht45�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( h�w5�cjojqj^jajo(h 2e5�cjojqj^jaj ht45�cjojqj^jajo( h=h�5�cjojqj^jajo(#h�"�h�"�5�cjojqj^jaj h�e�5�cjojqj^jajo(#ht4ht45�cjojqj^jaj678��r��=��>|kl��( 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