Index
Organization Theory Meets Strategy
ISBN: 978-1-83753-869-0, eISBN: 978-1-83753-868-3
ISSN: 0742-3322
Publication date: 16 November 2023
This content is currently only available as a PDF
Citation
(2023), "Index", Di Stefano, G. and Wezel, F.C. (Ed.) Organization Theory Meets Strategy (Advances in Strategic Management, Vol. 43), Emerald Publishing Limited, Leeds, pp. 283-288. https://doi.org/10.1108/S0742-332220230000043012
Publisher
:Emerald Publishing Limited
Copyright © 2024 Giada Di Stefano and Filippo Carlo Wezel. Published under exclusive licence by Emerald Publishing Limited
INDEX
Abduction, 5
Accumulation, 172, 175–176
Agentic view of evaluated firms, 5
Alliances, 145
American College and University Presidents Climate Commitment (ACUPCC), 59
Andromeda, 263–266
Appropriation, 97
Arizona State University (ASU), 32–33
Artificial intelligence (AI), 11–12
Asset4 database, 123
Association for the Advancement of Sustainability in Higher Education (AASHE), 53
Audiences, 3, 276–278
Authentic firms, 99
Authentic latecomers, 102–103
Authenticity, 93–94
insecurity, 108
Backdating options, 217
Behavioral theory of firm, 218–219
Beneficial nature, 172
Benefits
of corporate misconduct, 216–219
of reputation, 175–176
Big Down, The
, 19
Binding commitments, 276
Biotechnology, 11–12
Blockchain, 11–12
Building theory, different ways of, 4
California banks, 98
Campus and Environmental Responsibility, The
, 53–54
Capacity-related actions, 153
Categories, 2, 276, 279–280
CBEN, 30
Centers for Nanotechnology in Society (CNS), 32–33
Ceremonial adoption, 190–191
of certifications, 193
of voluntary standards, 193–194
Certifications, 190
Co-occurrence data, 23
Codification, 172, 175–176
Cognitive legitimacy, 97
Collaborative dynamics, 143–144
Collaborative sensemaking, 251–252
Collective action, 80
Collective penalties, 224
Commitment, 276
Competition for audiences in voluntary standard adoption, 192–194
Competitive intensity, 153
Competitive stability, 146
Competitors, 142
Complex decision-making process, 280–281
Cooperation, 142
among competitors, 145–148
Coopetition, 141–142
Coping with legitimacy crisis, 29–30
Corporate liability, 223–224
Corporate misconduct, 212–213, 280–281
benefits of, 216–219
detection of, 219, 221, 227–228
penalties of, 221, 226, 228–229
perceived benefits, 226–227
RCM of, 214–216
Corporate practices, 212
Correlational class analysis, 116
Credibility loss among powerful infomediaries and increasing stakeholder empowerment, 180–181
Cultural appropriation, 96
Cultural entrepreneurship, 12
frame hegemony, 33–34
key events, 25
and legitimation challenges, 15–17
naturalizing nanotechnology field, 24–33
naturalizing radical innovation through, 34–37
research context, 17–19
research methods, 19–24
theoretical motivation, 14–17
Data analysis, 22–24
Data sources, 20–22
Decision implementation, 48–49
Defense-oriented biotechnology, 238–239
Defense-oriented IT, 238–239
Democratizing appropriators, 103–104
Density dependence, 93–94
Department of Transportation (DOT), 149
Designer Shoe Warehouse (DSW), 120
Detection of corporate misconduct, 219–221
Digitalization, 13–14
Diversity, 49, 280
Dynamic capabilities (DCs), 236
data analysis, 243–244
data collection, 239–243
development, 237
leaders’ attitude toward change, 260–263
methods, 238–244
micro-foundations of sensing, seizing, and reconfiguring, 244–260
process foundations, 268–269
strategic leaders’ temporal orientation, 269–270
theoretical model of process foundations, 263–266
Dynamic managerial capabilities (DMCs), 236, 238
Economic rationality, 214
Economic sociology, 141–142
Eigenvector algorithm, 126–127
Energy consumption standards, 190
Energy Star standard, 194–195
Entrant nonconformity, 150
Environmental, Health and Safety (EHS), 22–23, 29
Environmental Defense Fund, 33
Environmental Protection Agency, 18
Environmental sustainability, 280
Equal employment opportunity and affirmative action (EEO/AA), 50–51
Equality, 49, 280
ETC Group, 17–18
Ethical, Legal and Societal Issues (ELSI), 22–23
Euclidean distance, 150–152
Evaluation, 3–4
Field analytic study, 19
Field theory, 141–142
Field-configuration space, 49–50
qualitative data and methods, 62–75
qualitative findings, 64–75
quantitative data and methods, 55–60
quantitative findings, 60
as sites for concretizing moral mandates, 52–53, 80–81
sustainability in higher education, 53–55
theory, 50–53
Field-level process model, 79–80
Financial misconduct, 223
Firm behavior, 214
Firm DCs, 267–268
Firm identities, 276
Firm reputation, 171–172
Firm similarity, 116–117
Firms, 3, 115–116, 120, 142–143, 212–213
Fixed-effects panel regression techniques, 154
Fortune’s Most Admired
, 175
Frame brokers, 30–31
Frame hegemony, 33–34
Frame relationality, 30–33
Fraudulent firms, 221
Fraudulent innovators, 101
Friends of the Earth, 17–18
Fruchterman–Reingold layout algorithm, 126
Full-service incumbents, 153
Full-time equivalent (FTE), 58
Genetically modified organisms (GMOs), 15
Geographic proximity, 145
Gravity model, 152
Green Building Information Gateway (GBIG), 194–195
Green school forum as field-configuring space, 53–54
Greenpeace, 17–18
Herfindahl–Hirschman Index (HHI), 152
Hype, 11–12
and impact of legitimacy threats on innovations, 14–15
Identity, 6, 276–277
boundaries, 2
IKEA, 193
Inauthentic First Movers, 100–101
Incumbents, 146–147
firms, 142–143
similarity, 151
Individual liability, 223
Inductive theory-building study, 236–238
Industrial organization (IO), 145
Industry boundaries, 280
“Infinite dimensionality” problem, 278
Information intermediaries, 175–176
Innovations, 11–12
Institutional pressures, 222–223
Institutional theory, 220, 225
Integrated Postsecondary Education Data System (IPEDS), 55–56
Interdisciplinary approach, 279
Interdisciplinary research, 279
Internal resource reconfiguring, 260
International Council on Nanotechnology (ICON), 30
Kiwi International, 144
Leaders’ attitude toward change, 260–263
Learning from scholars, 6
LEED, 191–192
construction, 194–201
Legitimacy, 15, 93–94, 212
Legitimate firms, 99
Legitimation, 93–94
Legitimation challenges, 15–17
Legitimation work, 93–94
authenticity, 105–110
sequence of arrival and perception of authenticity diverge, 99–104
twin valuation risks faced by entrants, 96–99
Luxury brands, 104
Management scholars, 115–116
Managerial cognition, 238
Managerial DCs, 267–268
Market-share instability, 148, 152
Marketing actions, 153
Markets, 4, 147–148, 213
concentration, 152
entry actions, 153
incumbents, 143
positioning, 144
size, 152
uncertainty, 152–153
Maximization of modularity, 126
Model K, 276–277
Model K52, 276–277
Moral legitimacy, 97
Moral mandates, 48
ambiguous and systemic nature, 50
field-configuring spaces as sites for concretizing, 52–53, 80–81
organizational challenges to addressing, 50–52
Moral mandates, 280
MSCI’s KLD Index
, 175
Multicollinearity, 154–156
Multimarket competition, 153
Multiple objectives, 117–118
Multiplicity of performance goals, 117–118
Mutual forbearance hypothesis, 153
Nanoscale Science, Engineering, and Technology (NSET), 32–33
Nanotechnocracy, 33
Nanotechnology, 11–14
National Nanotechnology Initiative (NNI), 13, 18
hype and legitimacy challenges facing, 17–19
National Wildlife Federation, 53
Natural Resources Defense Council, 17–18
Naturalizing frame, 14
Negative hype, 11–12
Nestlé, 193
Network theory, 141–142
News media, 175–176
Nonconformity, 143
Nongovernmental organizations (NGOs), 13–14
Nonmarket actions, 153
Novel technologies, 11–12
Occurrence data, 23
Off-diagonals, 95
One-to-one nearest-neighbor matching approach, 159
Online forum data and analyses, 63–64
Online spaces, 80–81
Opportunity anticipation, 248
Order of entry, 92
Organic certifications, 190
Organization theorists, 115–116
Organizational change, contributions to theories of influence of field-level processes on, 78–80
Organizational commitment, 51
Organizational design, 237–238
Organizational ecology, 141–142
Organizational forms, 93–94
Organizational identity, 162–163, 279
Organizational impression management literature, 181
Organizational reputation, 171–172
Organizational scholarship, 50–51
Organizational similarity, 118–119
Organizational theorists, 48–49
Organization(al) theory, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences, 3–4
ideas, 4–5
learning from scholars, 6
Organizations, 3
Originality, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Abduction
, 5
Accumulation
, 172, 175–176
Agentic view of evaluated firms
, 5
Alliances
, 145
American College and University Presidents Climate Commitment (ACUPCC)
, 59
Andromeda
, 263–266
Appropriation
, 97
Arizona State University (ASU)
, 32–33
Artificial intelligence (AI)
, 11–12
Asset4 database
, 123
Association for the Advancement of Sustainability in Higher Education (AASHE)
, 53
Audiences
, 3, 276–278
Authentic firms
, 99
Authentic latecomers
, 102–103
Authenticity
, 93–94
insecurity
, 108
Backdating options
, 217
Behavioral theory of firm
, 218–219
Beneficial nature
, 172
Benefits
of corporate misconduct
, 216–219
of reputation
, 175–176
Big Down, The
, 19
Binding commitments
, 276
Biotechnology
, 11–12
Blockchain
, 11–12
Building theory, different ways of
, 4
California banks, 98
Campus and Environmental Responsibility, The
, 53–54
Capacity-related actions, 153
Categories, 2, 276, 279–280
CBEN, 30
Centers for Nanotechnology in Society (CNS), 32–33
Ceremonial adoption, 190–191
of certifications, 193
of voluntary standards, 193–194
Certifications, 190
Co-occurrence data, 23
Codification, 172, 175–176
Cognitive legitimacy, 97
Collaborative dynamics, 143–144
Collaborative sensemaking, 251–252
Collective action, 80
Collective penalties, 224
Commitment, 276
Competition for audiences in voluntary standard adoption, 192–194
Competitive intensity, 153
Competitive stability, 146
Competitors, 142
Complex decision-making process, 280–281
Cooperation, 142
among competitors, 145–148
Coopetition, 141–142
Coping with legitimacy crisis, 29–30
Corporate liability, 223–224
Corporate misconduct, 212–213, 280–281
benefits of, 216–219
detection of, 219, 221, 227–228
penalties of, 221, 226, 228–229
perceived benefits, 226–227
RCM of, 214–216
Corporate practices, 212
Correlational class analysis, 116
Credibility loss among powerful infomediaries and increasing stakeholder empowerment, 180–181
Cultural appropriation, 96
Cultural entrepreneurship, 12
frame hegemony, 33–34
key events, 25
and legitimation challenges, 15–17
naturalizing nanotechnology field, 24–33
naturalizing radical innovation through, 34–37
research context, 17–19
research methods, 19–24
theoretical motivation, 14–17
Data analysis, 22–24
Data sources, 20–22
Decision implementation, 48–49
Defense-oriented biotechnology, 238–239
Defense-oriented IT, 238–239
Democratizing appropriators, 103–104
Density dependence, 93–94
Department of Transportation (DOT), 149
Designer Shoe Warehouse (DSW), 120
Detection of corporate misconduct, 219–221
Digitalization, 13–14
Diversity, 49, 280
Dynamic capabilities (DCs), 236
data analysis, 243–244
data collection, 239–243
development, 237
leaders’ attitude toward change, 260–263
methods, 238–244
micro-foundations of sensing, seizing, and reconfiguring, 244–260
process foundations, 268–269
strategic leaders’ temporal orientation, 269–270
theoretical model of process foundations, 263–266
Dynamic managerial capabilities (DMCs), 236, 238
Economic rationality, 214
Economic sociology, 141–142
Eigenvector algorithm, 126–127
Energy consumption standards, 190
Energy Star standard, 194–195
Entrant nonconformity, 150
Environmental, Health and Safety (EHS), 22–23, 29
Environmental Defense Fund, 33
Environmental Protection Agency, 18
Environmental sustainability, 280
Equal employment opportunity and affirmative action (EEO/AA), 50–51
Equality, 49, 280
ETC Group, 17–18
Ethical, Legal and Societal Issues (ELSI), 22–23
Euclidean distance, 150–152
Evaluation, 3–4
Field analytic study, 19
Field theory, 141–142
Field-configuration space, 49–50
qualitative data and methods, 62–75
qualitative findings, 64–75
quantitative data and methods, 55–60
quantitative findings, 60
as sites for concretizing moral mandates, 52–53, 80–81
sustainability in higher education, 53–55
theory, 50–53
Field-level process model, 79–80
Financial misconduct, 223
Firm behavior, 214
Firm DCs, 267–268
Firm identities, 276
Firm reputation, 171–172
Firm similarity, 116–117
Firms, 3, 115–116, 120, 142–143, 212–213
Fixed-effects panel regression techniques, 154
Fortune’s Most Admired
, 175
Frame brokers, 30–31
Frame hegemony, 33–34
Frame relationality, 30–33
Fraudulent firms, 221
Fraudulent innovators, 101
Friends of the Earth, 17–18
Fruchterman–Reingold layout algorithm, 126
Full-service incumbents, 153
Full-time equivalent (FTE), 58
Genetically modified organisms (GMOs), 15
Geographic proximity, 145
Gravity model, 152
Green Building Information Gateway (GBIG), 194–195
Green school forum as field-configuring space, 53–54
Greenpeace, 17–18
Herfindahl–Hirschman Index (HHI), 152
Hype, 11–12
and impact of legitimacy threats on innovations, 14–15
Identity, 6, 276–277
boundaries, 2
IKEA, 193
Inauthentic First Movers, 100–101
Incumbents, 146–147
firms, 142–143
similarity, 151
Individual liability, 223
Inductive theory-building study, 236–238
Industrial organization (IO), 145
Industry boundaries, 280
“Infinite dimensionality” problem, 278
Information intermediaries, 175–176
Innovations, 11–12
Institutional pressures, 222–223
Institutional theory, 220, 225
Integrated Postsecondary Education Data System (IPEDS), 55–56
Interdisciplinary approach, 279
Interdisciplinary research, 279
Internal resource reconfiguring, 260
International Council on Nanotechnology (ICON), 30
Kiwi International, 144
Leaders’ attitude toward change, 260–263
Learning from scholars, 6
LEED, 191–192
construction, 194–201
Legitimacy, 15, 93–94, 212
Legitimate firms, 99
Legitimation, 93–94
Legitimation challenges, 15–17
Legitimation work, 93–94
authenticity, 105–110
sequence of arrival and perception of authenticity diverge, 99–104
twin valuation risks faced by entrants, 96–99
Luxury brands, 104
Management scholars, 115–116
Managerial cognition, 238
Managerial DCs, 267–268
Market-share instability, 148, 152
Marketing actions, 153
Markets, 4, 147–148, 213
concentration, 152
entry actions, 153
incumbents, 143
positioning, 144
size, 152
uncertainty, 152–153
Maximization of modularity, 126
Model K, 276–277
Model K52, 276–277
Moral legitimacy, 97
Moral mandates, 48
ambiguous and systemic nature, 50
field-configuring spaces as sites for concretizing, 52–53, 80–81
organizational challenges to addressing, 50–52
Moral mandates, 280
MSCI’s KLD Index
, 175
Multicollinearity, 154–156
Multimarket competition, 153
Multiple objectives, 117–118
Multiplicity of performance goals, 117–118
Mutual forbearance hypothesis, 153
Nanoscale Science, Engineering, and Technology (NSET), 32–33
Nanotechnocracy, 33
Nanotechnology, 11–14
National Nanotechnology Initiative (NNI), 13, 18
hype and legitimacy challenges facing, 17–19
National Wildlife Federation, 53
Natural Resources Defense Council, 17–18
Naturalizing frame, 14
Negative hype, 11–12
Nestlé, 193
Network theory, 141–142
News media, 175–176
Nonconformity, 143
Nongovernmental organizations (NGOs), 13–14
Nonmarket actions, 153
Novel technologies, 11–12
Occurrence data, 23
Off-diagonals, 95
One-to-one nearest-neighbor matching approach, 159
Online forum data and analyses, 63–64
Online spaces, 80–81
Opportunity anticipation, 248
Order of entry, 92
Organic certifications, 190
Organization theorists, 115–116
Organizational change, contributions to theories of influence of field-level processes on, 78–80
Organizational commitment, 51
Organizational design, 237–238
Organizational ecology, 141–142
Organizational forms, 93–94
Organizational identity, 162–163, 279
Organizational impression management literature, 181
Organizational reputation, 171–172
Organizational scholarship, 50–51
Organizational similarity, 118–119
Organizational theorists, 48–49
Organization(al) theory, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences, 3–4
ideas, 4–5
learning from scholars, 6
Organizations, 3
Originality, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
California banks
, 98
Campus and Environmental Responsibility, The
, 53–54
Capacity-related actions
, 153
Categories
, 2, 276, 279–280
CBEN
, 30
Centers for Nanotechnology in Society (CNS)
, 32–33
Ceremonial adoption
, 190–191
of certifications
, 193
of voluntary standards
, 193–194
Certifications
, 190
Co-occurrence data
, 23
Codification
, 172, 175–176
Cognitive legitimacy
, 97
Collaborative dynamics
, 143–144
Collaborative sensemaking
, 251–252
Collective action
, 80
Collective penalties
, 224
Commitment
, 276
Competition for audiences in voluntary standard adoption
, 192–194
Competitive intensity
, 153
Competitive stability
, 146
Competitors
, 142
Complex decision-making process
, 280–281
Cooperation
, 142
among competitors
, 145–148
Coopetition
, 141–142
Coping with legitimacy crisis
, 29–30
Corporate liability
, 223–224
Corporate misconduct
, 212–213, 280–281
benefits of
, 216–219
detection of
, 219, 221, 227–228
penalties of
, 221, 226, 228–229
perceived benefits
, 226–227
RCM of
, 214–216
Corporate practices
, 212
Correlational class analysis
, 116
Credibility loss among powerful infomediaries and increasing stakeholder empowerment
, 180–181
Cultural appropriation
, 96
Cultural entrepreneurship
, 12
frame hegemony
, 33–34
key events
, 25
and legitimation challenges
, 15–17
naturalizing nanotechnology field
, 24–33
naturalizing radical innovation through
, 34–37
research context
, 17–19
research methods
, 19–24
theoretical motivation
, 14–17
Data analysis
, 22–24
Data sources
, 20–22
Decision implementation
, 48–49
Defense-oriented biotechnology
, 238–239
Defense-oriented IT
, 238–239
Democratizing appropriators
, 103–104
Density dependence
, 93–94
Department of Transportation (DOT)
, 149
Designer Shoe Warehouse (DSW)
, 120
Detection of corporate misconduct
, 219–221
Digitalization
, 13–14
Diversity
, 49, 280
Dynamic capabilities (DCs)
, 236
data analysis
, 243–244
data collection
, 239–243
development
, 237
leaders’ attitude toward change
, 260–263
methods
, 238–244
micro-foundations of sensing, seizing, and reconfiguring
, 244–260
process foundations
, 268–269
strategic leaders’ temporal orientation
, 269–270
theoretical model of process foundations
, 263–266
Dynamic managerial capabilities (DMCs)
, 236, 238
Economic rationality, 214
Economic sociology, 141–142
Eigenvector algorithm, 126–127
Energy consumption standards, 190
Energy Star standard, 194–195
Entrant nonconformity, 150
Environmental, Health and Safety (EHS), 22–23, 29
Environmental Defense Fund, 33
Environmental Protection Agency, 18
Environmental sustainability, 280
Equal employment opportunity and affirmative action (EEO/AA), 50–51
Equality, 49, 280
ETC Group, 17–18
Ethical, Legal and Societal Issues (ELSI), 22–23
Euclidean distance, 150–152
Evaluation, 3–4
Field analytic study, 19
Field theory, 141–142
Field-configuration space, 49–50
qualitative data and methods, 62–75
qualitative findings, 64–75
quantitative data and methods, 55–60
quantitative findings, 60
as sites for concretizing moral mandates, 52–53, 80–81
sustainability in higher education, 53–55
theory, 50–53
Field-level process model, 79–80
Financial misconduct, 223
Firm behavior, 214
Firm DCs, 267–268
Firm identities, 276
Firm reputation, 171–172
Firm similarity, 116–117
Firms, 3, 115–116, 120, 142–143, 212–213
Fixed-effects panel regression techniques, 154
Fortune’s Most Admired
, 175
Frame brokers, 30–31
Frame hegemony, 33–34
Frame relationality, 30–33
Fraudulent firms, 221
Fraudulent innovators, 101
Friends of the Earth, 17–18
Fruchterman–Reingold layout algorithm, 126
Full-service incumbents, 153
Full-time equivalent (FTE), 58
Genetically modified organisms (GMOs), 15
Geographic proximity, 145
Gravity model, 152
Green Building Information Gateway (GBIG), 194–195
Green school forum as field-configuring space, 53–54
Greenpeace, 17–18
Herfindahl–Hirschman Index (HHI), 152
Hype, 11–12
and impact of legitimacy threats on innovations, 14–15
Identity, 6, 276–277
boundaries, 2
IKEA, 193
Inauthentic First Movers, 100–101
Incumbents, 146–147
firms, 142–143
similarity, 151
Individual liability, 223
Inductive theory-building study, 236–238
Industrial organization (IO), 145
Industry boundaries, 280
“Infinite dimensionality” problem, 278
Information intermediaries, 175–176
Innovations, 11–12
Institutional pressures, 222–223
Institutional theory, 220, 225
Integrated Postsecondary Education Data System (IPEDS), 55–56
Interdisciplinary approach, 279
Interdisciplinary research, 279
Internal resource reconfiguring, 260
International Council on Nanotechnology (ICON), 30
Kiwi International, 144
Leaders’ attitude toward change, 260–263
Learning from scholars, 6
LEED, 191–192
construction, 194–201
Legitimacy, 15, 93–94, 212
Legitimate firms, 99
Legitimation, 93–94
Legitimation challenges, 15–17
Legitimation work, 93–94
authenticity, 105–110
sequence of arrival and perception of authenticity diverge, 99–104
twin valuation risks faced by entrants, 96–99
Luxury brands, 104
Management scholars, 115–116
Managerial cognition, 238
Managerial DCs, 267–268
Market-share instability, 148, 152
Marketing actions, 153
Markets, 4, 147–148, 213
concentration, 152
entry actions, 153
incumbents, 143
positioning, 144
size, 152
uncertainty, 152–153
Maximization of modularity, 126
Model K, 276–277
Model K52, 276–277
Moral legitimacy, 97
Moral mandates, 48
ambiguous and systemic nature, 50
field-configuring spaces as sites for concretizing, 52–53, 80–81
organizational challenges to addressing, 50–52
Moral mandates, 280
MSCI’s KLD Index
, 175
Multicollinearity, 154–156
Multimarket competition, 153
Multiple objectives, 117–118
Multiplicity of performance goals, 117–118
Mutual forbearance hypothesis, 153
Nanoscale Science, Engineering, and Technology (NSET), 32–33
Nanotechnocracy, 33
Nanotechnology, 11–14
National Nanotechnology Initiative (NNI), 13, 18
hype and legitimacy challenges facing, 17–19
National Wildlife Federation, 53
Natural Resources Defense Council, 17–18
Naturalizing frame, 14
Negative hype, 11–12
Nestlé, 193
Network theory, 141–142
News media, 175–176
Nonconformity, 143
Nongovernmental organizations (NGOs), 13–14
Nonmarket actions, 153
Novel technologies, 11–12
Occurrence data, 23
Off-diagonals, 95
One-to-one nearest-neighbor matching approach, 159
Online forum data and analyses, 63–64
Online spaces, 80–81
Opportunity anticipation, 248
Order of entry, 92
Organic certifications, 190
Organization theorists, 115–116
Organizational change, contributions to theories of influence of field-level processes on, 78–80
Organizational commitment, 51
Organizational design, 237–238
Organizational ecology, 141–142
Organizational forms, 93–94
Organizational identity, 162–163, 279
Organizational impression management literature, 181
Organizational reputation, 171–172
Organizational scholarship, 50–51
Organizational similarity, 118–119
Organizational theorists, 48–49
Organization(al) theory, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences, 3–4
ideas, 4–5
learning from scholars, 6
Organizations, 3
Originality, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Economic rationality
, 214
Economic sociology
, 141–142
Eigenvector algorithm
, 126–127
Energy consumption standards
, 190
Energy Star standard
, 194–195
Entrant nonconformity
, 150
Environmental, Health and Safety (EHS)
, 22–23, 29
Environmental Defense Fund
, 33
Environmental Protection Agency
, 18
Environmental sustainability
, 280
Equal employment opportunity and affirmative action (EEO/AA)
, 50–51
Equality
, 49, 280
ETC Group
, 17–18
Ethical, Legal and Societal Issues (ELSI)
, 22–23
Euclidean distance
, 150–152
Evaluation
, 3–4
Field analytic study
, 19
Field theory
, 141–142
Field-configuration space
, 49–50
qualitative data and methods
, 62–75
qualitative findings
, 64–75
quantitative data and methods
, 55–60
quantitative findings
, 60
as sites for concretizing moral mandates
, 52–53, 80–81
sustainability in higher education
, 53–55
theory
, 50–53
Field-level process model
, 79–80
Financial misconduct
, 223
Firm behavior
, 214
Firm DCs
, 267–268
Firm identities
, 276
Firm reputation
, 171–172
Firm similarity
, 116–117
Firms
, 3, 115–116, 120, 142–143, 212–213
Fixed-effects panel regression techniques
, 154
Fortune’s Most Admired
, 175
Frame brokers
, 30–31
Frame hegemony
, 33–34
Frame relationality
, 30–33
Fraudulent firms
, 221
Fraudulent innovators
, 101
Friends of the Earth
, 17–18
Fruchterman–Reingold layout algorithm
, 126
Full-service incumbents
, 153
Full-time equivalent (FTE)
, 58
Genetically modified organisms (GMOs), 15
Geographic proximity, 145
Gravity model, 152
Green Building Information Gateway (GBIG), 194–195
Green school forum as field-configuring space, 53–54
Greenpeace, 17–18
Herfindahl–Hirschman Index (HHI), 152
Hype, 11–12
and impact of legitimacy threats on innovations, 14–15
Identity, 6, 276–277
boundaries, 2
IKEA, 193
Inauthentic First Movers, 100–101
Incumbents, 146–147
firms, 142–143
similarity, 151
Individual liability, 223
Inductive theory-building study, 236–238
Industrial organization (IO), 145
Industry boundaries, 280
“Infinite dimensionality” problem, 278
Information intermediaries, 175–176
Innovations, 11–12
Institutional pressures, 222–223
Institutional theory, 220, 225
Integrated Postsecondary Education Data System (IPEDS), 55–56
Interdisciplinary approach, 279
Interdisciplinary research, 279
Internal resource reconfiguring, 260
International Council on Nanotechnology (ICON), 30
Kiwi International, 144
Leaders’ attitude toward change, 260–263
Learning from scholars, 6
LEED, 191–192
construction, 194–201
Legitimacy, 15, 93–94, 212
Legitimate firms, 99
Legitimation, 93–94
Legitimation challenges, 15–17
Legitimation work, 93–94
authenticity, 105–110
sequence of arrival and perception of authenticity diverge, 99–104
twin valuation risks faced by entrants, 96–99
Luxury brands, 104
Management scholars, 115–116
Managerial cognition, 238
Managerial DCs, 267–268
Market-share instability, 148, 152
Marketing actions, 153
Markets, 4, 147–148, 213
concentration, 152
entry actions, 153
incumbents, 143
positioning, 144
size, 152
uncertainty, 152–153
Maximization of modularity, 126
Model K, 276–277
Model K52, 276–277
Moral legitimacy, 97
Moral mandates, 48
ambiguous and systemic nature, 50
field-configuring spaces as sites for concretizing, 52–53, 80–81
organizational challenges to addressing, 50–52
Moral mandates, 280
MSCI’s KLD Index
, 175
Multicollinearity, 154–156
Multimarket competition, 153
Multiple objectives, 117–118
Multiplicity of performance goals, 117–118
Mutual forbearance hypothesis, 153
Nanoscale Science, Engineering, and Technology (NSET), 32–33
Nanotechnocracy, 33
Nanotechnology, 11–14
National Nanotechnology Initiative (NNI), 13, 18
hype and legitimacy challenges facing, 17–19
National Wildlife Federation, 53
Natural Resources Defense Council, 17–18
Naturalizing frame, 14
Negative hype, 11–12
Nestlé, 193
Network theory, 141–142
News media, 175–176
Nonconformity, 143
Nongovernmental organizations (NGOs), 13–14
Nonmarket actions, 153
Novel technologies, 11–12
Occurrence data, 23
Off-diagonals, 95
One-to-one nearest-neighbor matching approach, 159
Online forum data and analyses, 63–64
Online spaces, 80–81
Opportunity anticipation, 248
Order of entry, 92
Organic certifications, 190
Organization theorists, 115–116
Organizational change, contributions to theories of influence of field-level processes on, 78–80
Organizational commitment, 51
Organizational design, 237–238
Organizational ecology, 141–142
Organizational forms, 93–94
Organizational identity, 162–163, 279
Organizational impression management literature, 181
Organizational reputation, 171–172
Organizational scholarship, 50–51
Organizational similarity, 118–119
Organizational theorists, 48–49
Organization(al) theory, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences, 3–4
ideas, 4–5
learning from scholars, 6
Organizations, 3
Originality, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Genetically modified organisms (GMOs)
, 15
Geographic proximity
, 145
Gravity model
, 152
Green Building Information Gateway (GBIG)
, 194–195
Green school forum as field-configuring space
, 53–54
Greenpeace
, 17–18
Herfindahl–Hirschman Index (HHI)
, 152
Hype
, 11–12
and impact of legitimacy threats on innovations
, 14–15
Identity, 6, 276–277
boundaries, 2
IKEA, 193
Inauthentic First Movers, 100–101
Incumbents, 146–147
firms, 142–143
similarity, 151
Individual liability, 223
Inductive theory-building study, 236–238
Industrial organization (IO), 145
Industry boundaries, 280
“Infinite dimensionality” problem, 278
Information intermediaries, 175–176
Innovations, 11–12
Institutional pressures, 222–223
Institutional theory, 220, 225
Integrated Postsecondary Education Data System (IPEDS), 55–56
Interdisciplinary approach, 279
Interdisciplinary research, 279
Internal resource reconfiguring, 260
International Council on Nanotechnology (ICON), 30
Kiwi International, 144
Leaders’ attitude toward change, 260–263
Learning from scholars, 6
LEED, 191–192
construction, 194–201
Legitimacy, 15, 93–94, 212
Legitimate firms, 99
Legitimation, 93–94
Legitimation challenges, 15–17
Legitimation work, 93–94
authenticity, 105–110
sequence of arrival and perception of authenticity diverge, 99–104
twin valuation risks faced by entrants, 96–99
Luxury brands, 104
Management scholars, 115–116
Managerial cognition, 238
Managerial DCs, 267–268
Market-share instability, 148, 152
Marketing actions, 153
Markets, 4, 147–148, 213
concentration, 152
entry actions, 153
incumbents, 143
positioning, 144
size, 152
uncertainty, 152–153
Maximization of modularity, 126
Model K, 276–277
Model K52, 276–277
Moral legitimacy, 97
Moral mandates, 48
ambiguous and systemic nature, 50
field-configuring spaces as sites for concretizing, 52–53, 80–81
organizational challenges to addressing, 50–52
Moral mandates, 280
MSCI’s KLD Index
, 175
Multicollinearity, 154–156
Multimarket competition, 153
Multiple objectives, 117–118
Multiplicity of performance goals, 117–118
Mutual forbearance hypothesis, 153
Nanoscale Science, Engineering, and Technology (NSET), 32–33
Nanotechnocracy, 33
Nanotechnology, 11–14
National Nanotechnology Initiative (NNI), 13, 18
hype and legitimacy challenges facing, 17–19
National Wildlife Federation, 53
Natural Resources Defense Council, 17–18
Naturalizing frame, 14
Negative hype, 11–12
Nestlé, 193
Network theory, 141–142
News media, 175–176
Nonconformity, 143
Nongovernmental organizations (NGOs), 13–14
Nonmarket actions, 153
Novel technologies, 11–12
Occurrence data, 23
Off-diagonals, 95
One-to-one nearest-neighbor matching approach, 159
Online forum data and analyses, 63–64
Online spaces, 80–81
Opportunity anticipation, 248
Order of entry, 92
Organic certifications, 190
Organization theorists, 115–116
Organizational change, contributions to theories of influence of field-level processes on, 78–80
Organizational commitment, 51
Organizational design, 237–238
Organizational ecology, 141–142
Organizational forms, 93–94
Organizational identity, 162–163, 279
Organizational impression management literature, 181
Organizational reputation, 171–172
Organizational scholarship, 50–51
Organizational similarity, 118–119
Organizational theorists, 48–49
Organization(al) theory, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences, 3–4
ideas, 4–5
learning from scholars, 6
Organizations, 3
Originality, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Identity
, 6, 276–277
boundaries
, 2
IKEA
, 193
Inauthentic First Movers
, 100–101
Incumbents
, 146–147
firms
, 142–143
similarity
, 151
Individual liability
, 223
Inductive theory-building study
, 236–238
Industrial organization (IO)
, 145
Industry boundaries
, 280
“Infinite dimensionality” problem
, 278
Information intermediaries
, 175–176
Innovations
, 11–12
Institutional pressures
, 222–223
Institutional theory
, 220, 225
Integrated Postsecondary Education Data System (IPEDS)
, 55–56
Interdisciplinary approach
, 279
Interdisciplinary research
, 279
Internal resource reconfiguring
, 260
International Council on Nanotechnology (ICON)
, 30
Kiwi International
, 144
Leaders’ attitude toward change, 260–263
Learning from scholars, 6
LEED, 191–192
construction, 194–201
Legitimacy, 15, 93–94, 212
Legitimate firms, 99
Legitimation, 93–94
Legitimation challenges, 15–17
Legitimation work, 93–94
authenticity, 105–110
sequence of arrival and perception of authenticity diverge, 99–104
twin valuation risks faced by entrants, 96–99
Luxury brands, 104
Management scholars, 115–116
Managerial cognition, 238
Managerial DCs, 267–268
Market-share instability, 148, 152
Marketing actions, 153
Markets, 4, 147–148, 213
concentration, 152
entry actions, 153
incumbents, 143
positioning, 144
size, 152
uncertainty, 152–153
Maximization of modularity, 126
Model K, 276–277
Model K52, 276–277
Moral legitimacy, 97
Moral mandates, 48
ambiguous and systemic nature, 50
field-configuring spaces as sites for concretizing, 52–53, 80–81
organizational challenges to addressing, 50–52
Moral mandates, 280
MSCI’s KLD Index
, 175
Multicollinearity, 154–156
Multimarket competition, 153
Multiple objectives, 117–118
Multiplicity of performance goals, 117–118
Mutual forbearance hypothesis, 153
Nanoscale Science, Engineering, and Technology (NSET), 32–33
Nanotechnocracy, 33
Nanotechnology, 11–14
National Nanotechnology Initiative (NNI), 13, 18
hype and legitimacy challenges facing, 17–19
National Wildlife Federation, 53
Natural Resources Defense Council, 17–18
Naturalizing frame, 14
Negative hype, 11–12
Nestlé, 193
Network theory, 141–142
News media, 175–176
Nonconformity, 143
Nongovernmental organizations (NGOs), 13–14
Nonmarket actions, 153
Novel technologies, 11–12
Occurrence data, 23
Off-diagonals, 95
One-to-one nearest-neighbor matching approach, 159
Online forum data and analyses, 63–64
Online spaces, 80–81
Opportunity anticipation, 248
Order of entry, 92
Organic certifications, 190
Organization theorists, 115–116
Organizational change, contributions to theories of influence of field-level processes on, 78–80
Organizational commitment, 51
Organizational design, 237–238
Organizational ecology, 141–142
Organizational forms, 93–94
Organizational identity, 162–163, 279
Organizational impression management literature, 181
Organizational reputation, 171–172
Organizational scholarship, 50–51
Organizational similarity, 118–119
Organizational theorists, 48–49
Organization(al) theory, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences, 3–4
ideas, 4–5
learning from scholars, 6
Organizations, 3
Originality, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Leaders’ attitude toward change
, 260–263
Learning from scholars
, 6
LEED
, 191–192
construction
, 194–201
Legitimacy
, 15, 93–94, 212
Legitimate firms
, 99
Legitimation
, 93–94
Legitimation challenges
, 15–17
Legitimation work
, 93–94
authenticity
, 105–110
sequence of arrival and perception of authenticity diverge
, 99–104
twin valuation risks faced by entrants
, 96–99
Luxury brands
, 104
Management scholars
, 115–116
Managerial cognition
, 238
Managerial DCs
, 267–268
Market-share instability
, 148, 152
Marketing actions
, 153
Markets
, 4, 147–148, 213
concentration
, 152
entry actions
, 153
incumbents
, 143
positioning
, 144
size
, 152
uncertainty
, 152–153
Maximization of modularity
, 126
Model K
, 276–277
Model K52
, 276–277
Moral legitimacy
, 97
Moral mandates
, 48
ambiguous and systemic nature
, 50
field-configuring spaces as sites for concretizing
, 52–53, 80–81
organizational challenges to addressing
, 50–52
Moral mandates
, 280
MSCI’s KLD Index
, 175
Multicollinearity
, 154–156
Multimarket competition
, 153
Multiple objectives
, 117–118
Multiplicity of performance goals
, 117–118
Mutual forbearance hypothesis
, 153
Nanoscale Science, Engineering, and Technology (NSET), 32–33
Nanotechnocracy, 33
Nanotechnology, 11–14
National Nanotechnology Initiative (NNI), 13, 18
hype and legitimacy challenges facing, 17–19
National Wildlife Federation, 53
Natural Resources Defense Council, 17–18
Naturalizing frame, 14
Negative hype, 11–12
Nestlé, 193
Network theory, 141–142
News media, 175–176
Nonconformity, 143
Nongovernmental organizations (NGOs), 13–14
Nonmarket actions, 153
Novel technologies, 11–12
Occurrence data, 23
Off-diagonals, 95
One-to-one nearest-neighbor matching approach, 159
Online forum data and analyses, 63–64
Online spaces, 80–81
Opportunity anticipation, 248
Order of entry, 92
Organic certifications, 190
Organization theorists, 115–116
Organizational change, contributions to theories of influence of field-level processes on, 78–80
Organizational commitment, 51
Organizational design, 237–238
Organizational ecology, 141–142
Organizational forms, 93–94
Organizational identity, 162–163, 279
Organizational impression management literature, 181
Organizational reputation, 171–172
Organizational scholarship, 50–51
Organizational similarity, 118–119
Organizational theorists, 48–49
Organization(al) theory, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences, 3–4
ideas, 4–5
learning from scholars, 6
Organizations, 3
Originality, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Nanoscale Science, Engineering, and Technology (NSET)
, 32–33
Nanotechnocracy
, 33
Nanotechnology
, 11–14
National Nanotechnology Initiative (NNI)
, 13, 18
hype and legitimacy challenges facing
, 17–19
National Wildlife Federation
, 53
Natural Resources Defense Council
, 17–18
Naturalizing frame
, 14
Negative hype
, 11–12
Nestlé
, 193
Network theory
, 141–142
News media
, 175–176
Nonconformity
, 143
Nongovernmental organizations (NGOs)
, 13–14
Nonmarket actions
, 153
Novel technologies
, 11–12
Occurrence data
, 23
Off-diagonals
, 95
One-to-one nearest-neighbor matching approach
, 159
Online forum data and analyses
, 63–64
Online spaces
, 80–81
Opportunity anticipation
, 248
Order of entry
, 92
Organic certifications
, 190
Organization theorists
, 115–116
Organizational change, contributions to theories of influence of field-level processes on
, 78–80
Organizational commitment
, 51
Organizational design
, 237–238
Organizational ecology
, 141–142
Organizational forms
, 93–94
Organizational identity
, 162–163, 279
Organizational impression management literature
, 181
Organizational reputation
, 171–172
Organizational scholarship
, 50–51
Organizational similarity
, 118–119
Organizational theorists
, 48–49
Organization(al) theory
, 1–2, 116, 141–142, 144, 162, 214, 219, 225
exemplary differences
, 3–4
ideas
, 4–5
learning from scholars
, 6
Organizations
, 3
Originality
, 94
Patent assertion entities (PAEs), 95
Patent trolls, 95
as opportunistic appropriators, 102
Pattern matching technique, 244
Pattern recognition, 248
Pearson correlation coefficient, 125–126
Penalties of corporate misconduct, 221–226
Positive hype, 11–12
Pricing actions, 153
Private high-tech firms, 216
Process model, 55
Product market, 116–117
Profitability, 212
Propensity score matching approach, 159
Quantitative data and methods, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Patent assertion entities (PAEs)
, 95
Patent trolls
, 95
as opportunistic appropriators
, 102
Pattern matching technique
, 244
Pattern recognition
, 248
Pearson correlation coefficient
, 125–126
Penalties of corporate misconduct
, 221–226
Positive hype
, 11–12
Pricing actions
, 153
Private high-tech firms
, 216
Process model
, 55
Product market
, 116–117
Profitability
, 212
Propensity score matching approach
, 159
Quantitative data and methods
, 55–60
Ratings systems, 195
Rational choice model (RCM), 213, 280–281
benefits of corporate misconduct, 216–219
of corporate misconduct, 214–216
detection of corporate misconduct, 219–221
limitation, 214
penalties of corporate misconduct, 221–226
Re-legitimation, 103
Reconfiguring, 236–238
micro-foundations, 244–260
Relational class analysis (RCA), 116, 123
implications, 131–136
question relevance, 118–119
strategic classes, 119, 122–123, 131
Relationality, 125
Reputation, 171–173
aspects, 172
characteristics, 173–175
codification, accumulation, and benefits of reputation, 175–176
current shifts and future pathways for reputation research, 175
as flow, 181–183
formation, 173
future pathways for reputation research, 180–185
from generalized to multidimensional nature, 176–177
scholarship, 177
shifts in reputation research, 176–180
social evaluations constructs, 174
Reputational benefits to costs, 178–179
Reputational path dependence to malleability, 177–178
Reputational research, 172
Reputational stock, 176
Resource market, 116–117
Resource recirculation, 259
Retro fashion, 95–96
Retro fashion as legitimating homage, 103
Rivals, 145
Robustness tests, 159–160
Scholars, 116–117
of behavioral strategy, 218–219
Seizing, 236–238
micro-foundations, 244–260
Sensemaking process, 278
Sensing, 236–238
micro-foundations, 244–260
Service enhancement actions, 153
Sierra Club, 17–18
Similarity, 116–117, 143–144
principle, 116–117
Social evaluations, 173
Social identity, 109
Social media, 172
increasing importance of, 179–180
Social movements, 48
Socially complex phenomena, 279
Stability of market shares, 147–148
Stakeholders, 3
activism and management of expectations, 5
perceptions, 172
theory, 220
STARS voluntary reporting tool, 55
Stigma effect, 225
Strategic alliances, 147, 149–150
Strategic classes, 119, 122, 131
analysis, 123–131
approach, 118–119
Strategic leaders’ temporal orientation, 269–270
Strategic leadership, 236–237
Strategic literature, 163
Strategic management, 116
Strategic reticence, increasing importance of, 183–185
Strategic similarity, 142–143
Strategy, 2, 116, 141–142, 214
Strategy scholars, 48–49, 214, 219
Structured content analysis, 153
Student Environmental Action Coalition, 53
Sustainability, 49, 190–191
in higher education, 53–55
Sustainability Tracking, Assessment & Rating System (STARS), 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Ratings systems
, 195
Rational choice model (RCM)
, 213, 280–281
benefits of corporate misconduct
, 216–219
of corporate misconduct
, 214–216
detection of corporate misconduct
, 219–221
limitation
, 214
penalties of corporate misconduct
, 221–226
Re-legitimation
, 103
Reconfiguring
, 236–238
micro-foundations
, 244–260
Relational class analysis (RCA)
, 116, 123
implications
, 131–136
question relevance
, 118–119
strategic classes
, 119, 122–123, 131
Relationality
, 125
Reputation
, 171–173
aspects
, 172
characteristics
, 173–175
codification, accumulation, and benefits of reputation
, 175–176
current shifts and future pathways for reputation research
, 175
as flow
, 181–183
formation
, 173
future pathways for reputation research
, 180–185
from generalized to multidimensional nature
, 176–177
scholarship
, 177
shifts in reputation research
, 176–180
social evaluations constructs
, 174
Reputational benefits to costs
, 178–179
Reputational path dependence to malleability
, 177–178
Reputational research
, 172
Reputational stock
, 176
Resource market
, 116–117
Resource recirculation
, 259
Retro fashion
, 95–96
Retro fashion as legitimating homage
, 103
Rivals
, 145
Robustness tests
, 159–160
Scholars
, 116–117
of behavioral strategy
, 218–219
Seizing
, 236–238
micro-foundations
, 244–260
Sensemaking process
, 278
Sensing
, 236–238
micro-foundations
, 244–260
Service enhancement actions
, 153
Sierra Club
, 17–18
Similarity
, 116–117, 143–144
principle
, 116–117
Social evaluations
, 173
Social identity
, 109
Social media
, 172
increasing importance of
, 179–180
Social movements
, 48
Socially complex phenomena
, 279
Stability of market shares
, 147–148
Stakeholders
, 3
activism and management of expectations
, 5
perceptions
, 172
theory
, 220
STARS voluntary reporting tool
, 55
Stigma effect
, 225
Strategic alliances
, 147, 149–150
Strategic classes
, 119, 122, 131
analysis
, 123–131
approach
, 118–119
Strategic leaders’ temporal orientation
, 269–270
Strategic leadership
, 236–237
Strategic literature
, 163
Strategic management
, 116
Strategic reticence, increasing importance of
, 183–185
Strategic similarity
, 142–143
Strategy
, 2, 116, 141–142, 214
Strategy scholars
, 48–49, 214, 219
Structured content analysis
, 153
Student Environmental Action Coalition
, 53
Sustainability
, 49, 190–191
in higher education
, 53–55
Sustainability Tracking, Assessment & Rating System (STARS)
, 49
Talloires Declaration
, 59
Technological leapfrogging, 92–93
Technological reemergence, 95–96
Technological similarity, 145
Temporal orientation, 269
Temporality, 238
Third–parties, 279–280
3D computer graphics animation films (3D CG animation films), 276–277
Trade-offs, 93, 119, 122
Traditional approaches, 118
Traffic forecasting model, 152
Transportation, 13–14
Tri-part categorization of DCs, 244
Twin valuation risks faced by entrants, 96–99
Umbrella DCs, 236
United States Green Building Council (USGBC), 194–195
University Leaders for a Sustainable Future (ULSF), 59
University of California, Santa Barbara (UCSB), 32–33
US airline industry, 143–144
analytical approach, 154
control variables, 152–154
cooperation among competitors, 145–148
dependent variables, 149–150
empirical context, 148
independent variables, 150–152
limitations and future research, 164–165
results, 154–158
robustness tests, 159–160
sample, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC), 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Talloires Declaration
, 59
Technological leapfrogging
, 92–93
Technological reemergence
, 95–96
Technological similarity
, 145
Temporal orientation
, 269
Temporality
, 238
Third–parties
, 279–280
3D computer graphics animation films (3D CG animation films)
, 276–277
Trade-offs
, 93, 119, 122
Traditional approaches
, 118
Traffic forecasting model
, 152
Transportation
, 13–14
Tri-part categorization of DCs
, 244
Twin valuation risks faced by entrants
, 96–99
Umbrella DCs
, 236
United States Green Building Council (USGBC)
, 194–195
University Leaders for a Sustainable Future (ULSF)
, 59
University of California, Santa Barbara (UCSB)
, 32–33
US airline industry
, 143–144
analytical approach
, 154
control variables
, 152–154
cooperation among competitors
, 145–148
dependent variables
, 149–150
empirical context
, 148
independent variables
, 150–152
limitations and future research
, 164–165
results
, 154–158
robustness tests
, 159–160
sample
, 149
US News and World Report
, 175
US Securities and Exchange Commission (SEC)
, 221
Value, 3–4
Value creation, 93, 278
Value-based strategy, 3–4
Voluntary standards, 190
adoption, 190
competition for audiences in voluntary standard adoption, 192–194
data and methods, 201–205
LEED construction, 194–201
Western Union (WU), 120
Woodrow Wilson International Center for Scholars Project, 13
Yamaha, 277–278
Value
, 3–4
Value creation
, 93, 278
Value-based strategy
, 3–4
Voluntary standards
, 190
adoption
, 190
competition for audiences in voluntary standard adoption
, 192–194
data and methods
, 201–205
LEED construction
, 194–201
Western Union (WU)
, 120
Woodrow Wilson International Center for Scholars Project
, 13
Yamaha, 277–278
Yamaha
, 277–278
- Prelims
- Organization Theory Meets Strategy: Fostering a Dialogue Between Research Fields
- Beyond the Hype: Cultural Entrepreneurship in Nanotechnology
- Have You Tried This? Field-Configuring Spaces and Implementing Moral Mandates
- On the Inauthenticity of First Movers and Authenticity of Second Movers: How Demand Is Shaped by Legitimation Work
- Flipping the Coin Again – Redefining Strategy Through a Relational Class Approach
- Collaborative Dynamics Among Market Incumbents in the US Airline Industry, 1989–2010
- Reputation Research at a Crossroads
- Voluntary Standards and Ceremonial Adoption: Strategic Registration, Competition, and Audience in LEED Certification
- Doing Well by Doing Bad: Toward an Organizational and Strategic Perspective on the Rational Choice Model of Corporate Misconduct
- For the Love of Change: How Strategic Leaders Design Organizational Processes to Shape Dynamic Capabilities
- Organizational Identity: Paradoxes and Open Questions. Does Organization Theory Meet Strategy?
- Index