Session 261

Practices and Processes for Innovation

Track I

Date: Tuesday, September 23, 2014


Time: 17:15 – 18:30

Common Ground

Room: Viena


  • George Tovstiga, EDHEC Business School

Title: Learning to Let Go: Social Influence, Learning, and the Abandonment of Corporate Venture Capital Practices


  • Vibha Gaba, INSEAD
  • Gina Dokko, University of California, Davis

Abstract: This study examines the abandonment of organizational practices. We argue that firm choices in implementing practices affect how firms experience a practice and their subsequent likelihood of abandonment. We focus on utilization of the practice and staffing, i.e. career backgrounds of managers, as two important implementation choices that firms make. The findings demonstrate that practice utilization and staffing choices not only affect abandonment likelihood directly but also condition firms’ susceptibility to contagion pressures to abandon when social referents do. Our study contributes to diffusion research by examining practice abandonment – a relatively unexplored area in diffusion research – and by incorporating specific aspects of firms’ post-adoption choices into diffusion theory.

Title: Measuring Exaptation in the Pharmaceutical Industry


  • Mariano Mastrogiorgio, Carlos III University of Madrid
  • Pierpaolo Andriani, Kedge Business School
  • Ayfer Ali, Carlos III University of Madrid

Abstract: The aim of this paper is to measure the frequency of exaptations in the pharmaceutical industry: a novel measure is proposed, based on the distance between the approved and off-label uses of all drugs approved by the FDA in 1998. Our measure is, to the best of our knowledge, the first attempt to quantify the frequency of exaptation in technological innovation. We show that exaptation, consisting in the emergence of ‘latent’ functionalities of drugs, is an important mechanism in pharmaceutical innovation. Some policy implications are mentioned.

Title: Organizational Resilience: A Review and New Conceptualization


  • Stephanie Duchek, TU Dresden

Abstract: In highly volatile and uncertain times organizations need to develop a resilience capacity, which enables the organization to cope effectively with unexpected events, bounce back from crisis, and even foster future success. Although academic interest in organizational resilience has steadily grown in recent years, the processes and capabilities that build organizational resilience largely remained a “black box”. This paper wants to help closing this research gap. It gives a state-of-the-art review and develops a capability-based conceptualization of the construct. This conceptualization suggests three dimensions of organizational resilience (anticipation, coping, and adaptation) and gives an overview of underlying capabilities and routines. Thereby, it deepens our understanding of the complex and embedded construct and can act as a foundation for future empirical work.

Title: The Role of Structuring Routines in Dynamic Capabilities


  • Jan Löwstedt, Stockholm University

Abstract: Despite an overwhelming literature on the strategic importance of dynamic capabilities deriving from their ability to adapt firm resources to changing environments, this adaptation is still insufficiently accounted for in strategy research. The present study elaborates how dynamic capabilities are structuring firm resources in a deliberate effort to adjust to external change. Four structuring routines are derived from literature and validated in an in-depth qualitative case study of a globally leading firm. Overall, findings support a resource management process view of dynamic capabilities explicating how a timely organizational response to environmental change is dependent on vertical managerial coordination of structuring routines, while lateral coordination is central to ensuring appropriate organizational adaptation.

Title: There’s Plenty of Room at the Bottom: Strategy Formulation and Implementation in Meta-Organizations


  • Sebastiano Massaro, University of Warwick
  • Gianni Lorenzoni, University of Bologna
  • Matteo Prato, Universita' della Svizzera Italiana

Abstract: We develop grounded theory on the strategic processes that allow meta-organizations - organizations whose members are organizations, rather than individuals - to emerge. While much research has focused on the processes of strategy formulation and implementation in individual-based organizations, accounts for meta- organizations are still at their nascent theoretical stages. We collected data from a four-year longitudinal study in the cutting-edge nanotechnology sector, and employed a multiple cases research design. Our preliminary findings allow us identifying patterns of meta-organizational strategic processes, and generating theory on why and how these models vary across distinct organizational continua. Our contribution proposes relevant implications not only for management theory, but also for practice, in particular for policy-makers.

Title: Understanding the Common Ground in Everyday Practices of Academic and Applied Sciences for Drug Discovery


  • Yun Su, Singapore Management University
  • Deborah Dougherty, Rutgers University

Abstract: To better understand problems of “translation” between academic and applied science, we develop a grounded theory of the practices of knowing that can make academic research more useful to commercial drug development. Using qualitative data, we find that three dimensions differentiate practices of knowing between academic and clinically applied scientists, and also suggest a common ground that enables the two groups to integrate their knowledge for drug innovation. The dimensions: 1) materiality - contextualizing learning to inform disease management, 2) epistemic - asking joint questions that are both fundamental and pragmatic, and 3) activity-objective - converging product visions around feasibility of drug possibilities. Our theory provides a coherent pluralistic understanding of how to address knowledge integration problems in pharmaceuticals and other complex innovation systems.

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