Search

Publisher Copyright: © The Author(s) 2022. One of the raging debates in organization study concerns the use of “templates” in qualitative research. This curated debate brings together many of the players in that debate, who make statements of position relative to the issues involved and trade accusations and counter-accusations about statements they have made that in their view have been misinterpreted or misconstrued. Overall, it is quite a lively debate that reveals positions, points of tension and grounds for disagreement. Denny Gioia wrote the triggering essay that prompted other players to weigh in with their personal and professional views.

Supplemental material, sj-docx-1-jom-10.1177_0149206320988356 for Privatization: Implications of a Shift from State to Private Ownership by Mislav Radić, Davide Ravasi and Kamal Munir in Journal of Management

Supplemental material, sj-docx-1-jom-10.1177_0149206320988356 for Privatization: Implications of a Shift from State to Private Ownership by Mislav Radić, Davide Ravasi and Kamal Munir in Journal of Management

Research Summary This paper examines how strategy‐makers attempt to reconcile change initiatives with organizational values and principles laid out long before, still encased in strategic identity statements such as corporate mottos and philosophies. It reveals three discursive strategies that strategy‐makers use to establish a sense of continuity in time of change: elaborating (transferring part of the content of the historical statement into a new one), recovering (forging a new statement based on the retrieval and re‐use of historical references), and decoupling (allowing the co‐existence of the historical statement and a contemporary one). By so doing, our study advances research on uses of the past, establishes important linkages between identity and strategy research, and enhances our understanding of the intergenerational transfer of values in family firms. Managerial Summary Crafting a new corporate philosophy or mission statement can help implement strategic change, but can also be experiencedas a disruption in people's sense of “who we are” as an organization. This paper reveals a variety of strategies that managers can use to deal with the tension between promoting change and maintaining a sense of continuity with a distant, revered past. By doing so, it helps managers confronting these issues deal with the enabling and constraining effects of the past. While this is a more general challenge for organizations with historical legacies, it is a particularly delicate issue for family firms grappling with the need to transfer values from one generation to the next, while retaining flexibility to change and adapt over time.

Supplemental material, sj-pdf-1-soq-10.1177_1476127020979329 for Using tables to enhance trustworthiness in qualitative research by Charlotte Cloutier and Davide Ravasi in Strategic Organization

Supplemental material, sj-pdf-1-soq-10.1177_1476127020979329 for Using tables to enhance trustworthiness in qualitative research by Charlotte Cloutier and Davide Ravasi in Strategic Organization

Data we collect and use in organization and management studies look like “cold cases”. We want to offer more conversations, interpretations, arguments, even disputes. The Interpreters is a nexus where academics invite colleagues and friends to analyze and discuss freely an argument, raw data, cases, qualitative materials.

This article investigates how employees respond to hybrid organizing, that is, organizational settings that are characterized by multiple institutional logics. We examine individuals' propensity to either hybridize or compartmentalize multiple logics in such settings. Our empirical setting is that of a French energy corporation that engages in research partnerships with multiple public and private actors to further energy transition. Their hybrid organizing is informed by a logic of science and a logic of market, which tend to conflict with one another. Our findings suggest that three types of capital-scientific, social and cultural-shape individual responses to multiple logics. In addition, we found that individuals gain capital from three elements of their structural position: a) their professional training, b) the type of organizational position they occupy, and c) the length and the variety of their work experience in a hybrid organizational setting. These insights shed new light on how individuals respond to multiple logics, insight that can be useful for addressing the tensions that arise in hybrid organizing and that impact on organizational performance.

International audience; The present article examines how employees cope with an organizational setting that is institutionally complex. The empirical setting is a French energy corporation that simultaneously pursues a logic of science and a logic of market through multiple research partnerships with public and private actors engaged in the energy transition. We draw on the literature on institutional logics and hybrid organizations to examine how employees of this French energy corporation deal with this institutionally complex environment. Our findings point to three strategies that individuals use to cope with institutional complexity in their organizational setting: aggregating, selective coupling and compartmentalizing. Each individual uses only one strategy. The findings further suggest three psychological factors that seem to explain which of these strategies a given individual adopts for coping with institutional complexity: tolerance for ambiguity, preference for holism, and preference for reductionism. We integrate these findings into a two-dimensional model. These findings contribute to illuminating how individuals cope with institutional complexity in their organizational setting, an insight that can help shed light on why organizations respond somewhat differently to the same institutionally complex field.

This paper reviews research on product design in the broad domain of business studies. It highlights established and emerging perspectives and lines of inquiry, and organizes them around three core areas, corresponding to different stages of the design process (design activities, design choices, design results). Avenues for further research at the intersection of these bodies of research are identified and discussed, and the authors argue that management scholars possess conceptual and methodological tools suited to enriching research on design and effectively pursuing lines of investigation only partially addressed by other communities, such as the construction and deployment of design capabilities, or the organizational and institutional context of design activities.

This paper reports a longitudinal field study on the effects of positive media coverage on the reconstruction of organizational identity. The study highlights how intense positive coverage – to the point of turning an organization into a ‘celebrity’– influences both the way members understand their organization (sensemaking effect) and the gratification they derive from its positive representation (self-enhancement effect). Our findings suggest that positive media representations foster members' alignment around an emergent new understanding of what their organization is. Over time, however, celebrity may ‘captivate’ members' organizational identity beliefs and understandings, and impede further identity work as media persist in the replication of representations that differ from members' experienced reality, but are too appealing to them to be publicly contradicted.

International audience; Organizational Identity in Practice provides much-needed, in-depth studies on what happens when aspirations, claims and beliefs interact. Given the practical needs of managers and students, this exciting new text provides readers with more insight into what differences in these identity aspirations, claims and beliefs really mean and what we may expect to occur when these differences become visible and what the outcomes of these processes are likely to be.The diverse case studies illustrate how well-known firms have dealt with the broad issues of "who we are as an organization" and "what makes us similar or distinct from others" and cover a broad range of industries, firms, and organizational forms. The cases from companies such as Air France, AT&T, Bang & Olufsen, BP, Statoil, Starbucks, Scania and Alfa Romeo are focused on the broad topics of organizational identity, strategy and the environment, multiple and conflicting identities, the construction of identities, and how organizations express and project their identities. The authors give scholars, students and managers valuable ideas on how to deal with organizational identity challenges within firms.