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We argue that more stringent state-level branching regulations during a bank's founding period keep financial resources local and imprint it with a routine that focuses on local expansion. However, such processes may be reshaped by violent crimes—an important extra-institutional force—that shift resources away from small local banks toward larger ones and make the former more vulnerable. So, when the crime rate is high, stringent branching regulations make small local banks less likely to find potential buyers and more likely to fail, suggesting to newly founded banks the importance of exploring resources beyond the founding location. The two forces combined tend to imprint new banks with a routine for nonlocal expansion. Taken together, such an imprinting process leads to banks that are either jacks of all locations (i.e., expanding beyond the headquarter city) or masters of one (i.e., expanding within the headquarter city). Using a longitudinal bank-level sample that covers 9,686 U.S. banks founded between 1966 and 2021 in 3,342 zip-code-defined locations, we find supportive evidence for our hypotheses. Our research contributes to imprinting theory by unpacking the resource allocation mechanism behind the institutional production of imprints and unveiling that some imprints may reflect the opposite of institutional requirements. Relatedly, we contribute to institutional theory by showing how imprinting theory helps better understand what are commonly thought of as unintended consequences of institutions. [ABSTRACT FROM AUTHOR]

Management scholars have been increasingly interested in how institutional factors such as government policy affect innovation in emerging markets. This paper contributes to this literature by examining the effect of government industrial priorities on firm innovation through an investigation of how the Chinese Central Government's Five-Year Plans affects innovation of Chinese public-listed companies. As would be expected, we find that firms within prioritized industries have higher innovation outputs (patents). However, we also examine how being in an industry prioritized by the government also comes with challenges, such as coordination costs and potential political intervention. As a result, the effect of being in a prioritized industry on innovation is weaker for private firms than state-owned enterprises (SOE) and also when the focal firm is in a more competitive industry. Moreover, we document how government power in resource allocation affect firms' response. The effect of industrial priorities can be strengthened in regulated industries where the government has stronger control, but attenuated in regions with high institutional development, where market power is more pronounced. We further examine spillover effects showing that firms in regions with higher concentration of prioritized industries have higher innovation outputs. For low concentration regions however, without this spillover effect, the effect of being in a prioritized industry is particularly strong. [ABSTRACT FROM AUTHOR]

To understand historical influences on organizations more systematically, we decompose organizations' past into two distinct stages--junctures and processual periods. We refer to junctures as relatively short periods when organizations develop certain structures and routines, which in turn have a lasting influence. We then define processual periods as longer and more stable periods, and that processes then may strengthen, preserve, or weaken those structures and routines and thus the resulting past influence formed in prior junctures. We provide a framework to identify these elements, elaborating six ideal types of past influence--cohort effects, imprinting, imprinting decay, increasing-return path dependence, stable path dependence, and dissipation--with underlying processes and exemplar phenomena. Overall, our research contributes to a more comprehensive and cumulative understanding of how the past matters for organizations. Our study also clarifies confusion over different perspectives in the prior literature, sheds light on practical implications of managing the past, and connects and extends theories in this area. [ABSTRACT FROM AUTHOR]

In this panel symposium, we collectively explore the nuanced nature of community dynamics and their consequences for individuals and organizations. Although the concept of community has longstanding presence in management literature, our understanding of the concept remains relatively vague. Many different definitions and types of communities have been discussed in various streams of literature, contributing to ambiguity around the term. Moreover, as studies about communities most often focus on their positive aspects, communities' potential dark sides are understudied. The purpose of this panel symposium is to unpack the various definitions of communities, debate their ramifications, and rebalance our view of communities by bringing the potential dark sides of communities back into the academic fore. By considering different theoretical conceptualizations of community in organizational scholarship and in the empirical reality of communities, we hope to further the growing conversations about community and around the potential challenges of responsible engagement with the communities for organisations and scholars. [ABSTRACT FROM AUTHOR]

Management scholars have been increasingly interested in how institutional factors, especially the government, affect innovation in emerging markets. This symposium brings together a unique set of papers exploring different ways governments contributes to firm and scientific innovation in the important emerging market of China. Specifically, the first paper investigates how government-led innovation policies can affect patent growth, including the absolute number of patents and patent novelty, and how policies can yield different results across the country. The second paper describes the effect of government industrial priorities on firm innovation, including targeted firms that lie in prioritized industries as well as non-targeted firms. The third paper examines the effect of talent returnee programs on scientific innovation and explains the performance gaps between returnee scientists and their overseas peers. The last study builds on the institutional view to investigate how the COVID-19 pandemic affects change in innovation between SOEs and non-SOEs and considers the contingent roles of regional R&D funding and firm digitalization. As a set, the papers offer new insights into how institutional factors contribute to the firm and scientific innovation in an emerging market, which can inform organization and management theories and strategic management research. * The Limits of State-Led Innovation: Evidence from Chinese Patents * Presenter: Yuen Yuen Ang; -* Presenter: Nan Jia; U. of Southern California * Presenter: Bo Yang; U. of Southern California * Presenter: Kenneth Guang-Lih Huang; National U. of Singapore * Government priorities and firm innovation in China * Presenter: Christopher Marquis; Cambridge Judge Business School * Presenter: Qian Wang; Cornell SC Johnson College of Business * Can Brain Drain of Elite Scientists be Reversed? Evidence from China's Young Thousand Talents * Presenter: Dongbo Shi; Shanghai Jiao Tong U. * Presenter: Weichen Liu; Shanghai Jiao Tong U. * Presenter: Yanbo Wang; U. of Hong Kong * COVID-19 Pandemic and Innovation of Chinese SOEs and non-SOEs * Presenter: Kevin Zheng Zhou; U. of Hong Kong * Presenter: Meitong Dong; HKU [ABSTRACT FROM AUTHOR]

Large-scale organizations are a ubiquitous element of modern capitalist society, yet few theories have been advanced to explain why they have come to dominate a wide variety of industries. I develop a theory that suggests that organizational growth and scale are contingent on intra-organizational coordination fostered by features of the twentieth-century business environment. I specifically examine how changes in laws and developments in technology influenced coordination capabilities, organizational growth, and acquisitions in the US banking industry. I analyze bank growth in the twentieth century at two levels during two key historical eras. At the state level between 1896 and 1978 I show that in states in which branching was legally permitted and the technical environment was more advanced banks were larger and more geographically dispersed than were banks in states that did not exhibit these characteristics. I further show that banks founded under these conditions were more likely to pursue acquisitions following the deregulation of the banking industry in 1978. These findings suggest that banks founded in environments where coordination over distance was possible developed a capability that proved to be an enduring advantage and that the current structure of the banking industry reflects the variation in the historical environments in which banks were founded. [ABSTRACT FROM AUTHOR]

We examine how corporate leaders' prior pandemic experience influences their response to a later and similar pandemic. Drawing on imprinting theory, we argue that corporate leaders that experienced Severe Acute Respiratory Syndrome (SARS) are more likely to be aware of the severity of a new and similar infectious disease (i.e., COVID-19) and so are quicker to respond to COVID-19 by producing personal protective equipment (PPE). We theorize that this imprinting effect can vary in intensity and so the effect of the pandemic imprint is stronger if the corporate leader experienced the SARS during a more susceptible life stage (i.e., early adulthood). Furthermore, a series of environment-triggered processes will also shape the imprinting intensity. Specifically, population mobility from the epicenter and local COVID-19 spread tend to strengthen the effect of a SARS imprint, whereas local quarantine rate and the abundance of local medical resources likely weaken the effect of a SARS imprint. Using a large sample of publicly traded firms in China, we find evidence that mostly supports our theory. Our study contributes to imprinting theory by highlighting how imprinting intensity can vary depending on individual-level susceptibility and environment-level triggered processes. We also contribute to literature on organizational responses to public crises and provide fresh insights on corporate diversification decisions. [ABSTRACT FROM AUTHOR]

Management scholars have been increasingly interested in how history and historical processes affect current organizational behaviors and have called for a fuller integration of history to understand management phenomena. This symposium brings together a unique set of papers that explore different ways through which history may help us understand current management phenomena and provide implications for future research and practice. Specifically, the first paper investigates how Gandhi's idea of business leadership as a societal trustee--i.e., preserving communities, environments, and relationships while building value through profit--persistently shapes strategies of subsequent generations of business leaders in India. The second paper describes the organization of innovation in the United States over the past fifty years as a result of the three factors: (1) the nature of technical advance and associated commercial opportunities, (2) the organization of financing innovation, and (3) markets for technology as well as other institutional and governmental processes. The third paper develops an imprinting perspective to understand the enduring influence of the initial spatial separation and community distinctiveness of minority business communities on their future development and how their integration with White residential areas and businesses weakens this influence. The last study also advances an imprinting perspective, suggesting that variations of early residents' religious make-up shaped institutional differences across different U.S. States, which then affects organizational leadership structures. As a set, the papers offer new insights into how historical factors, processes, contexts, and events can inform organization and management theories and strategic management research from the perspectives of imprinting and institutions and shed new light on management history studies. Gandhi and the Idea of Business Leadership as a Societal Trustee. Presenter: Sudev J. Sheth;. Presenter: Tarun Khanna; Harvard U. Presenter: Geoffrey Jones; Harvard Business School. Organizing Innovation in the United States: A 50-Year Perspective. Presenter: David Hsu; The Wharton School, U. of Pennsylvania. The Imprint of Distinctiveness and Separation on the Development of Minority Business Communities. Presenter: Martin Ruef; Duke U. Presenter: Ihsan Beezer; Rutgers Business School. Historical Origins and Organizational Consequence of of Institutional Differences across U.S. States. Presenter: Kunyuan Qiao; Cornell U. [ABSTRACT FROM AUTHOR]

The B Corporation movement completed a decade in 2018. Scholarly interest in B Corporations and Benefit Corporations (hereafter B Corps) has kept pace with the proliferation of certified B Corps across the globe. Between 2009-18, there were 191 papers and book chapters written on B Corps (Gehman, Grimes, & Cao, forthcoming). This surge can be attributed to the fertile context that the B Corp movement provides for research on sustainable business. At the same time, the context presents challenges including the limitations of the certification data. In this symposium, we bring together researchers who have been studying B Corps. The symposium's objective is twofold. First, we will showcase how the B Corp context provides important research opportunities. We will also provide tips on ways to circumvent its limitations enroute to crafting novel contributions within established academic fields. The papers in this symposium illustrate breadth of the B Corp phenomenon, exploring the antecedents, processes, and outcomes of B Corp certification and/or incorporation. Second, we will discuss the important research questions that can be asked, and potential data sources and data collection strategies amenable to answering these questions. Legislating a Stakeholder Value Paradigm: A Study of the Passage of Benefit Corporation Law Presenter: Kunyuan Qiao; Cornell U. Presenter: Shiyang Fan; U. of Electronic Science and Technology of China Renewing Vows: Explaining Bolstering Commitment to Doing Good Presenter: Garima Sharma; U. of New Mexico Presenter: Alim J. Beveridge; The U. of Nottingham, China Presenter: Joel Gehman; U. of Alberta Impact Investment, Nascent B Corps, and B Analytics Presenter: Liz Tracy; North Carolina State U. Presenter: Jessica Thomas; North Carolina State U. Presenter: Ryan Honeyman; LIFT Economy Presenter: Jeffrey M. Pollack; NC State U. Selling Sustainability Practices: Theory of Authenticity Presenter: Matthew Grimes; Cambridge Judge Business School Presenter: Joel Gehman; U. of Alberta Cultural Making through the B Corp Label: Marketing the 'Force for Good' Presenter: Emily Medley; Doctoral Student, U. of Tennessee, Knoxville Presenter: Rosanna Garcia; U. of Denver [ABSTRACT FROM AUTHOR]

We investigate the relationship between internal and external corporate social responsibilities (CSR)'voluntary provision of employee insurance and corporate charitable contribution'that benefit internal and external stakeholders respectively. We argue that internal logics of control affect the extent to which the two different forms of CSR are either complementary or substitutive. Internal logics of control are owners' formal and informal rules of action, interaction, and interpretation that shape organizational behaviors and reflect the institutional orders in which the owners are embedded. Specifically, we examine how a stronger state logic of control makes the two forms of CSR more substitutive because of an inconsistent focus on employees and the broader society in this logic, and resource constraints. By contrast, a greater market logic of control introduces a consistent and comprehensive focus on both employees and the broader society, is associated with fewer resource constraints and more concern with reputational risk, making the two forms of CSR more complementary. Furthermore, environmental munificence weakens the effect of the state logic of control while it strengthens that of the market logic of control. We found empirical support for our hypotheses by investigating a unique longitudinal dataset of Chinese private ventures from 1993-2012. Our study contributes to research on institutional logics by highlighting owners as carriers of institutions and integrating capital resource dependence as an important intra-organizational mechanism of logic transmission, and provides a more comprehensive understanding of the interrelationship between different types of CSR. [ABSTRACT FROM AUTHOR]

Scholars in the management field have been increasingly interested in how historical factors and processes affect current organizational behaviors and have called for a fuller integration of a historical perspective into organization and management theory. This symposium brings together a diverse set of papers that explore different ways through which history affects the present and provide implications for future research and practice. Specifically, the first paper extends path dependence theory by proposing a model of path-breaking organizational change and elaborating how paths can change. The second paper illustrates how the institutional logics perspective can help better integrate history into organizational research via historical contextualization, recognition of the constitutive power of history and histories, and a focus on how history-making is itself historically situated. The third paper develops the concept of moral cover in network research and applies history-based research methods to issues of strategy and organization. The fourth article reviews and reconceptualizes adaptation as a typical way to leverage history. The last article builds a more systematic understanding of how history matters by developing a typology that includes two types of historical formation conditions and three types of subsequent evolutionary processes. As a set, the papers offer new insights into how organization and management theories are affected by historical processes and shed new light on management history research. Breaking a Path by Creating a New One'Insights from a Healthcare Setting Presenter: Joerg Sydow; Freie U. Berlin Presenter: Florian Stache; Freie U. Berlin The Logics of History, and the Historicity of Logics Presenter: Christopher W. J. Steele; U. of Alberta Presenter: Milo Shaoqing Wang; U. of Alberta Friends in the Right Places: The Influence of Slave-Trading Quakers on Network Partners (1750-1807) Presenter: Paul Ingram; Columbia U. Presenter: Brian Silverman; U. of Toronto Reset: Stock-Taking and Rethinking Organizational Adaptation as Congruence Presenter: Rodolphe Durand; HEC Paris Presenter: Andrew Sarta; Ivey Business School Presenter: Jean-philippe Vergne; Ivey Business School How History Matters Presenter: Christopher Marquis; Cornell U. Presenter: Kunyuan Qiao; Cornell U. [ABSTRACT FROM AUTHOR]

Boundaries that constitute the legitimacy of organizational categories are becoming more and more blurry. One salient example is found in the private-public sphere, with private ventures increasingly involved in social innovations while socially-oriented agencies are gradually integrating a commercial logic. This symposium consists of four papers that explore practices that transcend the private-public boundary. The first paper proposes a field-level typology to examine the hybridity of private-public interests among organizations, and so sets the tone for the symposium by identifying meaningful dimensions to consider for this phenomenon. The rest of the papers explore specific empirical contexts where organizations integrate social and commercial logics in different ways. Two of these papers focus on the commercialization of socially-oriented agencies, recognizing that juxtaposing a commercial logic with social mission may jeopardize the latter. The last paper investigates the integration of social value in commercial business as shaped by institutional context, which highlights the nuance of competing stakeholder interests. Taken together, these papers recognize that categorization for organizations is a socially constructed process. Authors of these papers challenge the binary view of a social-commercial dichotomy, and offer new thoughts for multiple organization theories i.e. organizational identities, categorical legitimacy, institutional hybridity. Unpacking Variation in Hybrid Organizational Forms Presenter: Jean-Baptiste Litrico; Smith School of Business, Queen's U. Presenter: Marya Besharov; Cornell U. The Market for the Corporate Soul: Evidence from Sustainable Food Acquisitions Presenter: Matthew Lee; INSEAD Presenter: Clarence Lee; Cornell U. How Commercial Pressures Affect Microfinance Organizations Identity Commitments Presenter: Eric Y.-F. Zhao; Indiana U., Bloomington Presenter: Matthew Grimes; Cambridge Judge Business School Presenter: Tyler Wry; The Wharton School, U. of Pennsylvania Incorporating Social Value in Commercial Lending among Chinese Banks Presenter: Xuege Lu; Cornell Johnson School Presenter: Lisha Liu; Cornell U. [ABSTRACT FROM AUTHOR]

We examine institutional change processes in authoritarian settings and hypothesize about how different types of institutional pressure can spur governmental action with regard to firms' environmental performance. Authoritarian regimes' pursuit of maintaining legitimacy and retaining control is the key mechanism that shapes the efficacy of institutional pressures directed at the state. We test our conceptual model using a unique dataset of environmental penalties of Chinese publicly listed firms from 2007 to 2011. Our analyses reveal that in China, the pressures stemming from the agency of individuals or groups are less effective than pressures without individual agency in influencing governmental responses to corporate environmental issues, and discontinuous institutional pressures have less impact on governmental responses than continuous institutional pressures. We further identify key local factors such as the local government's organizational capacity and local economic privatization that moderate these relationships. Overall, these findings demonstrate that, in authoritarian settings, institutional pressures that raise attention to issues are more influential when they do not directly challenge the regime. We discuss how our findings contribute to understanding processes of institutional change, outcomes of social movements, and the evolution of environmentalism. [ABSTRACT FROM AUTHOR]

Prior studies usually examine political network effects from a relational view, and the effects of firms position in political networks has been mostly neglected. Our study argues that political position, the rank firms occupies in the administrative hierarchy, significantly affects firms' response to governmental mandates. Our results show that there is an inverse U-shaped relationship between political position and whether firms' comply with or defy governmental mandates. Furthermore, we identify three important contingencies relating to firm economic performance, local legal environment development and peer behavior, which moderate this curvilinear relationship. By shifting political network research from a relational to a positional view, our study adds new insights on political network effects. Furthermore, this study also contributes to institutional theory research by providing some of the first empirical evidence characterizing firms' political positions and their heterogeneous responses to government mandates. [ABSTRACT FROM AUTHOR]

Editorial contributions from top management journals, in concert with recent calls for action from leading scholars in the field of strategy, entrepreneurship and institutional theory, have repeatedly underlined the importance of considering new market contexts for research. In particular, emerging and developing economies are mentioned as a fertile research ground for management scholars to test and extend extant theories in addition to developing new theory. In this symposium we bring scholars from different fields together who, having heard the call, have ventured into the international arena. Panelists will share their experience and strategies in becoming enmeshed and maneuvering the research context as well as the domestic academic infrastructure. In particular, the symposium will establish distinguishing characteristics between the role of the researcher in emerging and developing countries as opposed to the researcher's role in North-America and Europe. [ABSTRACT FROM AUTHOR]

This symposium is focused on providing a more systematic theoretical understanding of the globalization processes of Chinese firms. Each paper examines a different aspect of this critical phenomenon. They examine, a) the how diplomatic relations between nation states affects location choice of Chinese multinationals, particularly SOEs; b) how international research and development alliances affect Chinese firm innovation; c) the key capabilities by which Chinese firms "catch-up" to Western firm and d) a review of prior work on Chinese outward foreign direct investment that developed an integrated theoretical perspective on the phenomena. Thus, as a set, these papers cover Chinese firm globalization from a number of different perspectives, examining political dynamics, key innovation antecedents and a more general theoretical perspective. The overall goal is advancing theory on the globalization of Chinese firms. [ABSTRACT FROM AUTHOR]

The fields of Corporate Governance and Corporate Social Responsibility (CSR) have attracted increasing scholarly interest and yet the nature of their relationship remains contested. These two areas of knowledge and practice are closely inter-related, particularly as firms seek to gain long-term sustainability. Corporate governance and CSR interface gains traction particularly in the context of multinational and transnational corporations, which by their very nature function in multiple countries and face differentiated pressures to adopt particular governance structures, stakeholder responsibilities, and disclosure requirements in relation to these two ascending trends. In this session, we propose to open governance by exploring and incorporating the long term-sustainability agenda integral to CSR. Specifically, by concentrating on the inter-linkages of Corporate Governance and CSR this panel will explore the role of business leaders and corporate boards in steering the CSR and sustainability in businesses. [ABSTRACT FROM AUTHOR]