Session 275

External Interface Processes and their Consequences

Track H

Date: Tuesday, October 6, 2015

Track N

Time: 14:15 – 15:30

Common Ground

Room: Plaza Court 1


Facilitator:

  • Annette Ranft, University of Tennessee

Title: Community-Building Strategies: How Entrepreneurial Firms Co-Create and Co-Capture Value with Customer Communities

Authors

  • Christina Kyprianou, Clemson University

Abstract: Communities of external stakeholders increasingly influence value creation and value capture. Existing research has focused more on how firms capture value from user communities and less on how they create value through community building. It has also overlooked the non-pecuniary mechanisms that support community building. Through an inductive multi-case study, I explore entrepreneurial firm strategies—particularly those related to non-pecuniary interactions—that support the creation and growth of customer communities, a particular type of community. Findings suggest that firms approach the challenge of balancing growth of the community against its quality through three processes: community organizer training, community education, and social processes of inclusion. This study’s findings provide evidence of the important yet neglected role of non-pecuniary mechanisms that support the creation of customer communities.

Title: Contractual Voids: A Process of Coordination Problems in Multiparty Collaborations

Authors

  • Nuno Oliveira, London School of Economics and Political Science
  • Fabrice Lumineau, Purdue University

Abstract: How do contracts promote development and recurrence of coordination problems in multiparty collaborations? Through inductive research and sociometric techniques, we conducted a longitudinal study of coordination problems (N = 197) in seven building projects. Our findings show how the interconnection between contracts and the dynamics of interorganizational relationships fosters contractual voids – contingencies of cross-understandings, shared norms and ties – that host a range of coordination problems. We articulate our findings into a process model of contractual voids dynamics, which highlights whether organizations overcome rather than continue coordination problems. Our study assists managers of multiparty collaborations to address a key dilemma: coordination is aided by contracts, but contracts also develop coordination problems through unforeseen contractual voids

Title: The Arrow of Failure: How the Black Cloud Led to Nortel’s Demise

Authors

  • Laurent Mirabeau, University of Ottawa
  • Gregory Richards, University of Ottawa
  • Jonathan Calof, University of Ottawa

Abstract: In this proposal, we present the findings from a longitudinal case study of the demise of Nortel, a telecommunication giant that filled for bankruptcy in 2009. Using a configuration lens, our work builds on the integrative approach to failure. We identify a novel phenomenon, which has not yet been theorized: the genesis of a ‘black cloud’ - the loss of customer confidence that can impede an organization’s ability to implement successful complex turnaround strategies. Our findings suggest that adapting to the environment and achieving resilience might not suffice in accomplishing successful turnarounds. Furthermore, we unpack a process where the dynamics of the black cloud contribute to our understanding of a path dependent trajectory to failure.

Title: The Role of Instiutional Knowledge Costs in the Decline of Effective Institutional Environments: A Process Theory

Authors

  • Sean Lux, University of South Florida
  • Bruce Lamont, Florida State University

Abstract: Economic institutions largely determine the extent market actor pursue economic or political activities in a given country. We explain the role institutional knowledge costs have in affecting the economic institutional change process. We define institutional knowledge costs as the cost of developing and maintaining the knowledge to understand, utilize, and comply with formal institutions. Our key theoretical contribution is explaining how including institutional knowledge costs in the economic institutional change process makes political activities more attractive over time.

Title: Understanding Industry Convergence though a Co-Evolutionary Process Perspective

Authors

  • Sean Hsu, California State University - Fullerton
  • John Prescott, University of Pittsburgh

Abstract: Theorizing about the process of industry convergence (IC) is underdeveloped. We examine the co-evolution among the industries’ ecosystem, managerial attention, firm action (alliances and acquisitions) and ‘extent of industry convergence’ through a case study of convergence between the telecom equipment and computer networking industries based on qualitative and quantitative data. We find that once IC is initiated, the ecosystem co-evolves with firm action involving a sequence of increasing levels of resource commitment and risk until the ecosystem no longer supports further convergence. Our contribution is a generalized process framework of IC that explicates three co-evolutionary cycles; the industry convergence cycle, the shaping-opportunity cycle and the convergence capability development cycle and a set of propositions that link three levels of analysis: inter-industry, intra-industry and intra-firm.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 22: On Boxes, Arrows and Multiple Case Studies
Sun: 09:45 – 11:00
Session 23: Simple Rules and Other Seminal Contributions
Sun: 11:15 – 12:30
Session 24: Tribute to Kathleen Eisenhardt
Sun: 16:15 – 17:30
Session 113: Serial Acquisitions: Strategies and Processes
Session 154: Processes of Capability Development, Rejuvenation and Erosion and their Interplay with Strategy
Sun: 17:45 – 00:00
Session 316: Strategy Process Business Meeting
Mon: 08:00 – 09:15
Session 162: Strategy Formation Processes
Mon: 11:15 – 12:30
Session 210: M&A/JV Implementation
Mon: 13:45 – 15:00
Session 169: The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 211: Cognition, Discourse and Innovation Dynamics within and across Organizations
Tue: 14:15 – 15:30
Session 275: External Interface Processes and their Consequences
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions

All Sessions in Track N...

Sun: 08:00 – 09:15
Session 197: A Session in Honor of Ulrich Wassmer
Sun: 09:45 – 11:00
Session 27: Public-Private Partnerships: Capabilities and Organizational Design
Sun: 11:15 – 12:30
Session 196: Perspectives and Dynamics of Committed Relationships
Sun: 16:15 – 17:30
Session 171: How to Govern Alliances: Boards, Multi-market Competition, and Social Capital
Sun: 17:45 – 00:00
Session 323: Cooperative Strategies Business Meeting
Mon: 08:00 – 09:15
Session 88: Firm Boundaries: Theories of New Sources of Competitive Advantage
Session 176: Different Perspectives Informing Governance Choices: Partner Choice in Alliances vs. Acquisitions
Mon: 11:15 – 12:30
Session 186: Outsourcing, Offshoring, and the Changing Nature of Firm Boundaries
Mon: 13:45 – 15:00
Session 177: The Dynamics of Coopetition
Mon: 16:45 – 18:00
Session 173: Learning and Routines: Implications for Alliances, Organizational Design, and Capabilities
Tue: 08:00 – 09:15
Session 178: A Conversation of Different Paths Underlying Innovation
Session 179: Alliance Formation and Its Effects including the Influence of Political Connections & Venture Capital
Tue: 11:00 – 12:15
Session 184: Multiple Lenses on the Determinants and Effectivenss of Contracts
Tue: 14:15 – 15:30
Session 185: Partner Selection, Committment, and Switching
Session 275: External Interface Processes and their Consequences
Tue: 15:45 – 17:00
Session 183: Alliance Termination and Survival
Tue: 17:30 – 18:45
Session 180: Relational Dynamics in Alliances: Signals, Repairs, and Horizontal Partners
Session 182: Alliances: From Understanding Drivers of Performance to Value-Creation


Strategic Management Society

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