Session 208

Interactions, Recombination and Adaptation Processes

Track H

Date: Tuesday, September 23, 2014

Track X

Time: 15:30 – 16:45

Common Ground

Room: Moscu


  • Catherine Maritan, Syracuse University

Title: How do Organisational Identity Orientations Affect Strategy Processes: The Case of Academic Publisher and the Disruptive Open Access Model


  • Trin Thananusak, University of Cambridge
  • Shahzad Ansari, University of Cambridge

Abstract: Whilst strategic management research has begun to explore the relationship between organizational identity and strategies processes, the question of how organizations strategically adjust their identity orientations to cope with business uncertainties needs more attention. We conduct an inductive case study to examine how managers of a non-for-profits organization in academic publishing sector re-orient their identity orientations (with their parent and peer organizations) to deal with uncertainty in the disruptive Open Access publishing model. We show how organizational identity orientations affect the choices of strategy and implementation. We contribute to the strategy processes literature by showing the role of multiple identities in strategy implementation and how the interdependence between organizations and their parent and peers organizations shapes the strategy process.

Title: How Stakeholder Sensing and Anticipations Shape the Firm’s Strategic Response Capability


  • Carina Antonia Hallin, Copenhagen Business School
  • Torben Juul Andersen, Copenhagen Business School
  • Can-Seng Ooi, Copenhagen Business School

Abstract: We outline a strategic response capability framework drawing on cognitive neuroscience to explain stakeholder sensing and anticipations as essential input to environmental analysis. Stakeholders receive stimuli from ongoing interactions with the firm and thereby sense current environmental changes and form anticipations about future performance that provide early signals about needs for proactive strategic responses. Based on insights from literatures on cognitive neuroscience, marketing and strategy we develop a strategic response capability model driven by stakeholder sensing and anticipations with associated propositions. We discuss the implications of the proposed framework and suggest future research venues to further uncover the microfoundations of the firm’s strategic response capability.

Title: Killing Me Swiftly: Escalation, Attention and Exit in Multi-Logic Projects


  • Nicola Dragonetti, HEC-Paris
  • Frédéric Dalsace, HEC-Paris
  • Clemence Patureau, HEC-Paris

Abstract: Through the analysis of an initiative inside a multinational, we extend the escalation framework developed by Ross and Staw (1993), adding new determinants that they had overlooked and applying it to an initiative that was never perceived as failing. The extended framework thus allows us to understand why an initiative that was regarded as exemplar could be “paused” six months after, without any major event intervening.

Title: Path Dependent Effects of a Firm’s Initial Strategy Adoption and Implementation


  • Jason O'Toole, Georgia State University
  • Francois Neville, Georgia State University

Abstract: This study develops theory regarding the relationship between strategy and performance by examining the nexus of firm strategy adoption and implementation. Specifically, we examine the effects of the adoption and implementation of initial product innovation strategy on the performance of nascent video game companies. The theory developed points to contingency arguments linking the effects of an initial firm’s strategy adoption and qualities of its execution. Our theory suggests that whether a firm realizes its intended strategy and how quickly it comes to that realization moderates the relationship between a firm’s initial product innovation strategy and its subsequent performance over time. We will test our hypotheses using a unique sample of video game companies, data from their initial product development projects, and data on games released over time.

Title: Reciprocal Interactions between Organizational Capabilities and Managerial Actions


  • Krsto Pandza, University of Leeds
  • Abdelghani Es-Sajjade, University of Leeds

Abstract: In this paper we report on an inductive research project based on multiple-case research design that helps us to engage with research question of how a distinctive identity of a group within an organization influences reciprocal relations between organizational capability and managerial action. Perception of a distinctive organizational capability triggers the process of social identification and this leads to internal heterogeneity of group-level identities. Identity-driven autonomous and induced actions shape interactions among groups, produce new resources with impact on organizational level capabilities.

Title: When do Modules of Activities Undergo or Resist Recombination?


  • Daniel Albert, University of Wisconsin-Milwaukee

Abstract: Research suggests that activity systems can be decomposed into sub-systems, called activity domains which can be subject to recombination; that is, they can merge with other domains or even exit the system. While recombination has been identified as a powerful mechanism of system-wide renewal enabled through a modular design, it is less clear what role the individual modules play in this mechanism. I address this gap by focusing on characteristics of activity domains to theorize about their likelihood to undergo recombination. Applying a Cox model to test the hazard-rate of recombination in a sample of 1027 activity domain-years in the European banking industry between 2000 and 2011, I find modularity to have opposing effects depending on which hierarchical level of a activity domain one considers.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 311: The Power of Power: The Role of Power and Politics in Strategy Processes
Sun: 09:30 – 10:45
Session 312: Contributing to Strategy Process Scholarship and to the SMS Community: Honoring Steve Floyd and Bill Wooldridge
Sun: 11:15 – 12:30
Session 284: The Strategic Process and Competitive Dynamics of Industry Convergence
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Sun: 17:15 – 18:30
Session 604: Strategy Process IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Mon: 14:45 – 16:00
Session 204: Strategic Change and Adaptation Processes
Session 437: Corporate Structure, Resource allocation, and Portfolio planning
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 211: Knowledge Transfer and Learning
Tue: 11:00 – 12:15
Session 209: Design Issues: Tasks, Control and Risk
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Tue: 17:15 – 18:30
Session 207: TMTs, Strategic Planning and Agenda Building

All Sessions in Track X...

Sun: 13:45 – 14:30
Session 295: Keynote: Lifetime Achievement Award
Sun: 14:30 – 15:15
Session 471: Keynote: CK Prahalad Award
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Session 215: Yikes: What Now (Reloaded)?: Firm Responses to Stakeholder Activism
Session 398: Corporate Strategy and Corporate Finance: Continuing the Research Conversation
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 09:30 – 10:30
Session 296: How Social Networks Create Competitive Advantage: The Microfoundations Reputation
Mon: 11:00 – 12:15
Session 213: What is In It For Us? How Sustainability Matters for Firm Strategy
Session 352: CEO Decision Making
Session 405: Multi-Sided Platform Strategies
Mon: 13:30 – 14:30
Session 4: Business Models in their Competitive Context
Session 5: Building Strategic States
Session 298: Using Networks to Shape Strategy
Session 299: Dealing with the Euro Area Economic Crisis: Strategic Adjustment in the Period of Turmoil
Session 300: Methodological and Conceptual Frontiers in the New World of Networks
Mon: 14:45 – 16:00
Session 368: Firm Scope and Industry Competition
Session 375: Changing External Environments: How do Multinationals Respond?
Mon: 16:30 – 17:45
Session 245: Human Capital Complementarities
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 409: Increasing the Relevance of Strategy Research
Session 446: Empirical Studies and Case Studies of Business Models
Tue: 09:30 – 10:30
Session 297: Granularity of Profit
Tue: 11:00 – 12:15
Session 469: M&As and Innovation
Tue: 14:15 – 15:15
Session 301: Strategy Frameworks: In Quest of Relevance in a Turbulent World
Session 302: Directing Strategy: The Process Challenges of Formulating and Implementing Strategy in a World of Networks
Session 470: Governance Challenges in Globalized Networks
Session 473: Rethinking the Architecture of Global Corporations
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Session 346: Management and Strategy Practices Reconsidered
Tue: 17:15 – 18:30
Session 441: Funding Entrepreneurial Ventures: Sources and Successes

Strategic Management Society