Session 259

Institutionalizing Innovation: Norms, status and legitimacy issues

Track I

Date: Tuesday, September 23, 2014


Time: 08:00 – 09:15


Room: Paris

Session Chair:

  • Brent Clark, University of Nebraska at Omaha

Title: Hell’s Kitchen: Sanctioning Violations of Norms of Knowledge Use in Gourmet Cuisine


  • Giada Di Stefano, HEC-Paris
  • Andrew King, Dartmouth College

Abstract: Theory suggests that social exchange is facilitated when actors are more likely to sanction violations of social norms. Previous research on exchange behavior has examined the effect of sanctions on norm violators. We instead consider the effect of anticipated sanctions on the behavior of a potential norm enforcer. We combine qualitative evidence with insights from prior literature to predict when actors expect to sanction violations and how this anticipation is related to social exchange. We test our predictions using a scenario-based field experiment administered to Italian chefs. We show that both social and individual factors influence the intention to sanction a norm violation. Notably, we find evidence that when actors are more likely to sanction violations, they are less likely to participate in social exchange.

Title: Irrational Resistance or Irrational Support? The Effect of Status on Project Performance and Performance Extremeness


  • Balazs Szatmari, University of Amsterdam
  • Dirk Deichmann, Erasmus University-Rotterdam
  • Jan Van den Ende, Erasmus University-Rotterdam

Abstract: In this study, we explore the effects of project leader status in new product development projects. We predict that status has a curvilinear effect on project performance and a positive effect on performance extremeness. In order to test our hypotheses, we analyzed social network data retrieved from an extensive online database of videogames. We find that project leader status increases project performance up to a certain point after which it decreases performance. Further, status increases the variability of project performance, that is, it leads to more extreme performance in both directions. Our study offers important insights for both theory and practice into the role of project leaders and how they affect performance.

Title: The Interplay of Legitimacy Gains and Technical Gains in the Adoption of Social Media


  • Brent Clark, University of Nebraska at Omaha

Abstract: Technical improvements and enhanced legitimacy are two benefits that might accrue to firms that adopt new practices. These distinct benefits have been treated in isolation in the literature, but I argue they are not isolated at all and interact in their impact to firm performance. I build upon recent findings that firms desire both legitimacy and technical gains regardless of adoption timing. By utilizing strategic alignment to proxy for adoption motivation, I separate the two adoption logics and examine whether they are both achievable and whether they interact. I utilize data on the adoption of Facebook, Twitter, and YouTube by manufacturers of branded apparel and find that some firms achieve technical and legitimacy gains and that the two positively interact to enhance one another.

Title: Why do Category Labels Stick? Industry Evolution and the Battle for Categorical Dominance


  • Fernando Suarez, Northeastern University
  • Stine Grodal, Boston University
  • Diego Zunino, Copenhagen Business School

Abstract: Despite recent research on categories, little is known about what drives the adoption of category labels in emerging industries. Using data from the smartphone industry we track firms’ adoption of category labels from 1998 to 2011. We argue and find support for a trade-off between the degree of familiarity and originality in labels, and show that these are not two ends of a spectrum, but represent distinct dimensions. The labels that diffuse most widely are, therefore, the ones that balance both familiarity and originality simultaneously. In other words, successful category labels are familiar, but not too familiar to be uninteresting, and original, but not too original that stakeholders cannot relate to them. We discuss the implications of our findings for theory building and firm strategies.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 278: Routines: Theoretical and Empirical Advancements and Avenues for Future Research
Sun: 09:30 – 10:45
Session 463: Big Data: Revolutionizing Innovation and Competition
Sun: 11:15 – 12:30
Session 464: Foundations Session: A conversation with Michael Tushman on Leadership, Innovation and Strategic Change
Sun: 15:45 – 17:00
Session 270: Innovation in MNCs and Global Networks
Session 275: Open Innovation: Outcomes and antecedents
Sun: 17:15 – 18:30
Session 605: Knowledge and Innovation IG Business Meeting
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 274: Incumbents, Radical Innovations and Disruptive Technologies
Mon: 11:00 – 12:15
Session 276: Organizational Learning
Session 277: Learning From Others
Session 372: The Challenges of Global Operations: Managing R&D and Complexity
Session 423: Alliances and Innovation Performance
Mon: 14:45 – 16:00
Session 265: Learning, Search, Slack: The behavioral theory revisited
Session 269: Knowledge Flows: Transfer, sharing and replication
Mon: 16:30 – 17:45
Session 254: Conversations about Knowledge
Session 257: Spin offs, Venture Capital and Entrepreneurship
Tue: 08:00 – 09:15
Session 259: Institutionalizing Innovation: Norms, status and legitimacy issues
Session 273: From Internal Resources to Customer Needs
Session 383: Globalization of R&D: Implications for Learning and Innovation
Tue: 11:00 – 12:15
Session 267: The Role of Individuals in Innovation
Session 272: Research and Development: Antecedents and outcomes
Session 361: Creativity and Innovation
Session 469: M&As and Innovation
Tue: 15:30 – 16:45
Session 262: Networks of Innovators
Session 263: Innovation Models in Emerging Economies
Tue: 17:15 – 18:30
Session 255: Exploration and Exploitation
Session 256: Organizing for Open Innovation
Session 261: Practices and Processes for Innovation

Strategic Management Society