Session 61

The Institutional Level of Strategizing Activities

Track J

Date: Sunday, October 4, 2015

Track X

Time: 16:15 – 17:30

Paper

Room: Plaza Court 1


Session Chair:

  • Thomas Lawton, Open University

Title: Ebola: Developing a Framework for Solving Big, Societal Problems

Authors

  • Gaurab Bhardwaj, Babson College
  • Jonathan Sims, Babson College

Abstract: Strategic management can advance in new directions by studying big, societal problems (BSP) which it rarely investigates. Conversely, it can provide useful ideas, frameworks, and practices to actors tackling BSP who may be unaccustomed to drawing upon this discipline. With these ends in mind, we are investigating the emergence and spread of the 2014 Ebola epidemic and responses to it by many and varied geographically dispersed organizations. The epidemic’s staggering toll was mainly due to poor organizational responses rather than not knowing the medical treatment. Drawing upon an extensive collection of documents and open-ended interviews, we develop a framework to understand responses to BSP over time and develop propositions about problem solving and building an ecosystem.

Title: Non-Market Strategy and Firm Performance: Determining Causality and Outcomes

Authors

  • Anna John, Open University
  • Thomas Lawton, Open University

Abstract: This paper focuses on the non-market strategy-firm performance link. This has been directly or indirectly addressed via various theoretical lenses including instrumental theories (e.g. resource-based view), institutional theories (e.g. new institutional economics, neo-institutionalism and national business systems), political theories (e.g. corporate constitutionalism, integrative social contract theory, and corporate citizenship), integrative theories (e.g. stakeholder theory) and ethical theories. Using a grounded theory approach, our study re-visits conflicting suggestions of two dominant perspectives in the area—the Resource Based View and Institutional theory. The paper begins with an overview of theoretical assumptions underlying diverging conclusions. Drawing on 30 interviews with senior executives, we develop a research model. We further test this model on data collected from a questionnaire-based survey of firms from S&P1500 index.

Title: Stretching and Bridging Institutional Boundaries: Insights From State-Owned Enterprise Transformational Efforts

Authors

  • Timo Santalainen, Aalto University
  • Ram Baliga, Wake Forest University

Abstract: The paper will examine successful and unsuccessful transformational efforts of state owned enterprises as they move toward the market mode. We argue that a fine grained understanding of this transition provides valuable insights into stretching and bridging domains of public and business management.

Title: Under Pressure: How do Institutionally Deviant Organizations Survive?

Authors

  • Shipeng Yan, Tilburg University

Abstract: Institutions homogenize organizations by punishing institutionally deviant forms and practices, yet resistance to institutions exists. Resistance is an important strategic response to institutional processes, but our knowledge of it has progressed limitedly. In particular, when individual actors manifest their divergence from institutionalized prescriptions by founding alternative forms of organizations, it is unclear how they systematically maintain the survival of these organizations. This study followed an ethnographic approach to identify and examine the surviving practices for an institutionally deviant organization, despite the institutional pressures. The findings suggest that actors employ balancing, replacing, and leveraging to sustain their resistance to institutional pressures, but the extent to which private beliefs drive actors to contend institutionalized prescriptions are bounded by maturity of alternative logics and institutional embeddedness of actors. Under certain conditions, their resistance will have an unintended consequence of legitimating the institution to which they initially oppose.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
Sun: 09:45 – 11:00
Session 76: The evolution of the strategy as a profession and the field of strategy
Sun: 11:15 – 12:30
Session 81: Mapping current insights on strategy implementation
Sun: 16:15 – 17:30
Session 61: The Institutional Level of Strategizing Activities
Sun: 17:45 – 00:00
Session 318: Strategy Practice Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Mon: 13:45 – 15:00
Session 63: Political and Material Aspects of Strategy Making
Tue: 11:00 – 12:15
Session 64: Strategic Renewal through Practical Engagement
Tue: 14:15 – 15:30
Session 65: Strategy Practice, Identity and Sensemaking
Tue: 15:45 – 17:00
Session 66: Building Nonmarket Strategic Capability
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work

All Sessions in Track X...

Sun: 08:00 – 09:15
Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
Sun: 09:45 – 11:00
Session 29: The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
Session 76: The evolution of the strategy as a profession and the field of strategy
Sun: 11:15 – 12:30
Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
Session 38: Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
Sun: 13:45 – 14:30
Session 307: Lifetime Achievement Award Recipient
Sun: 14:45 – 15:45
Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
Sun: 16:15 – 17:30
Session 61: The Institutional Level of Strategizing Activities
Session 261: Knowledge Creation and Sharing in Virtual Communities
Mon: 08:00 – 09:15
Session 72: External Influences: Audiences and Media
Session 126: Entry Mode & Cross-Border Acquisitions
Session 140: New Perspectives on the Outside Director Selection Process
Mon: 09:45 – 11:00
Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
Mon: 11:15 – 12:30
Session 149: Management and Coordination of Multinationals
Session 220: Perspectives on CEO Compensation
Mon: 13:45 – 15:00
Session 16: Human Capital and Innovation
Session 37: Political Ties: Knots or Bows?
Session 63: Political and Material Aspects of Strategy Making
Session 97: Accelerators, corporate VCs and new venture creation
Session 258: Explainng CSR: External Factors
Mon: 15:15 – 16:15
Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
Session 311: Theory Fragmentation in Strategic Management?
Session 312: Climate Change: Why and How Should Strategic Management Care?
Mon: 16:45 – 18:00
Session 42: The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
Session 112: Acquisitions - Before the Deal
Tue: 08:00 – 09:15
Session 309: Looking Good and Sounding Better: Impression Management by CEOs
Tue: 09:45 – 10:45
Session 9: Whatever Happened to Theory in Strategic Management?
Tue: 11:00 – 12:15
Session 70: CEO Characteristics: Microfoundations of Behavioral Strategy
Tue: 14:15 – 15:30
Session 116: Acquisitions - After the Deal
Tue: 15:45 – 17:00
Session 52: Entrepreneurial business models
Session 219: A Tough Crowd: Critical Examinations by Owners and Stakeholders
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 144: Board Structure: What Works Best?
Session 208: Internationalization Strategies and Performance


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