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Scant empirical research has investigated how change recipients navigate the temporal dimensions of planned organizational change during implementation when the temporal need for continuity is prevalent. Based on a real-time, longitudinal study, we investigated how change recipients experienced and responded to the temporal tensions the implementation of a change initiative elicited within a multi-divisional engineering company. Our analysis revealed that variations in how change recipients reallocated their work time to the initiative reflected their perceived incongruence between the organization's and the change initiative's temporal controls. The gradual realization of this incongruence triggered conflict among change recipients in how they valued and allocated work time to change implementation. In turn, high variance in change recipients' time allocation actions caused change implementation delays and lack of synchronization. Our study contributes to the planned change literature by revealing the temporal underpinnings of change recipients' responses to change implementation. [ABSTRACT FROM AUTHOR]

This symposium aims to strengthen the academic community on organizational memory studies, . It will serve as a forum for academics interested in organizational memory studies to meet and discuss possibilities for future research. Six panelists with experience in researching collective memory will take part in a roundtable discussion focused on challenges and opportunities in the study of memory work and organizing. Memory work is defined as a set of practices through which the past is constructed, reconstructed, deconstructed, and destructed (Coraiola, Foster, Mena, Foroughi & Rintamäki, 2023). In particular, the symposium will provide a space where early career researchers can ask questions, exchange information, and network with more experienced researchers. This is particularly important given that the field of organizational memory studies is still young and opportunities for collaboration need to be fostered (Rowlinson, Booth, Clark, Delahaye, & Procter, 2010). Some core topics we expect to cover during the symposium include: i) how memory connects to related concepts such as history, legacy, and traditions, ii) how specific theories have limited our understanding of memory work, iii) how an open-systems view offers an alternative approach to the study of memory and organizing, and iv) what are the main challenges and opportunities for future research in memory work in and around organizations. The workshop can also be of interest to researchers from other areas such as institutional theory, organizational identity, and corporate social responsibility. [ABSTRACT FROM AUTHOR]

Research organizational scholarship has examined the various ways history and tradition shape organizational experience (Dacin et al., 2018, Wadhwani et al. 2018). Issues of temporality and the influence of the past have been perennial concepts in management theorizing (e.g. Nelson & Winter, 1982; Hannan & Freeman, 1977); however, more recent scholarship has begun to examine how the past can be a "source of social symbolic resources" (Wadhwani, Suddaby, Mordhorst, & Popp, 2018: 1664). Rather than being an immutable source of path dependencies, the past is a source of interpretations that shape action in the present and future. In spite of this theoretical flourishing, many questions still remain for the uses of history and tradition in organizations. While most research has focused on top- down processes (e.g. how leaders use history for sensegiving; Suddaby, Foster, & Quinn Trank, 2010) or a single level of analysis (e.g. the organizational level), we know less about how history or tradition are used across levels of analysis. It remains unclear the ways that history and tradition shape the experience of individuals within organizations, as well how micro-practices of using history influence the more macro-level outcomes examined in existing theory (e.g. organizational identity formation). To explore some of these questions, this session brings together a diverse group of scholars who are studying history and tradition across levels of analysis. [ABSTRACT FROM AUTHOR]

In this symposium, we collectively explore the interplay between craft and various forms of hardship, including isolation, poverty, displacement, mental illness, and gender-based marginalization. Today's society is experiencing a revival of craft and recent studies associate craft work with positive social outcomes, whether at the individual, organizational, communal, or societal level. For instance, craft work is regarded as more meaningful compared to common forms of work common in modern organizations that is described as alienating or exploitative. Similarly, the revival of craft has been touted as a more optimistic path toward the preservation of human skill or local community in the face of ongoing digitalization and globalization. In spite of these, often implicit, positive assumptions about craft, we have surprisingly limited empirical work that explores the value and nature of craft work. In this symposium, we bring together four studies that consider how craft may alleviate individual and communal "hardships" and, vice versa, how the experience of hardship may influence the practice, persistence and outcomes of craft work. By exploring various forms of hardship and tackling the relationship with craft from various perspectives and levels of analysis, the symposium will aim to advance understanding of the intrinsic and practical benefits of craft organizing in society. [ABSTRACT FROM AUTHOR]

The symposium establishes a discussion that unfolds the role of temporality in managing and organizing for innovations. Innovations cannot be defined by a clear beginning or an end but are rather processual, nor are they linearly developing due to their temporal complexity shaped by the multiple temporal rhythms, paces, and experiences, building on both past, present, and future. By adopting an inter-temporal lens on innovations, exploring and interweaving a variety of temporal perspectives, recent studies of innovations analyze the iterative processes by which actors interpret, negotiate, and enact different combinations of past knowledge and future projections in the present in order to manage future trajectories. Each panelist will elaborate on various aspects of the emerging inter-temporal approach to innovations. Whereas, the discussion aims to bring together these perspectives reflecting on the implications that an inter-temporal view adds to the managing and organizing for innovations in different empirical fields. [ABSTRACT FROM AUTHOR]

This symposium focuses on the notion of 'organizational ghosts', that is, revered founders and other historical figures who still 'haunt' their organizations, even long after they have passed away. The four presenters in this symposium explore the role and influence that figures such as Walt Disney and Steve Jobs (but also lesser-known figures) have on the discourse, identity and strategies of their organizations. Specifically, the aim of this symposium is to address how, as symbols from the past, founder figures are kept 'alive' by successors, and how they continue to influence various organizational processes. The four presentations consider, for example, how organizational ghosts become sources of motivation, accountability, legitimation and behavioral norms for employees involved in a merger, how they enable organizations to "live off their past," how they sustain their presence through text, oral memory and material artefacts, and how they serve as discursive devices for their successors. Each presenter draws on different examples. These include well-known companies (Proctor & Gamble, Apple, Delta Airlines, Hewlett-Packard), centuries-old Japanese firms, and lesser known organizations including a cooperative bank and a gourmet restaurant. Dan Wadhwani, an expert in historical organization studies and the uses of history, will serve as discussant. Organizational Ghosts and Their Enduring Influence in Organizations Presenter: Jeffrey Bednar; Brigham Young U. Presenter: Jacob Brown; Boston College Living Off the Past? The Role of Organizational Ghosts in Organizational Transition Presenter: Mairi Maclean; U. of Bath Presenter: Charles Edward Harvey; Newcastle U. Organizational Ghosts and Memory Forms Presenter: Innan Sasaki; Lancaster U. Management School Presenter: Davide Ravasi; UCL School of Management Organizational Ghosts as Discursive Devices Presenter: Joelle Basque; TELUQ U. Presenter: Ann Langley; HEC Montréal Presenter: Nora Meziani; HEC Montreal Presenter: Viviane Sergi; UQAM [ABSTRACT FROM AUTHOR]

As many researchers have experienced, building theory from qualitative data is not only exciting, but also fraught with challenges and uncertainties. In our experience, researchers often find insights on their projects when they chat after seminars, talk over coffee, or converse over dinner. In that spirit, this symposium aims to generate insights about theorizing from qualitative data by bringing together four distinguished theorists into informal conversations. First, Melissa Graebner and Saku Mantere will compare how they evaluate their theorizing, converse around heuristics that scholars can use to avoid pitfalls, and brainstorm novel ways to evaluate their methodology. Second, Davide Ravasi and Spencer Harrison will discuss how they use visualization to build and communicate theory. We give the speakers opportunities to engage each other's work and - using Presemo technology - allow audience members and followers of the online live stream to join in, aiming to replicate the spontaneity and depth of conversations that happens in an evening around the fireplace. [ABSTRACT FROM AUTHOR]

We examine the unique challenges of entrepreneurs and organizations in nascent craft markets in which normative expectations are negotiated, navigated, and sometimes defied. In this collection of papers, we explore how conforming with standards and norms in nascent fields may not be the best way forward for craft entrepreneurs and organizations. The work represented here will contribute to our understanding of how entrepreneurs manage and often buck external stakeholders' expectations of their companies, their products, and themselves. I'm a Chef! Negotiating Identity Conflict in Craft-Based Entrepreneurship Presenter: Daphne Ann Demetry; McGill U. Presenter: Rachel Doern; U. of London, Goldsmiths College Juggling Hats: How Female Entrepreneurs Navigate Role Incongruity in Nascent Ventures Presenter: Jo-Ellen Pozner; Santa Clara U. Presenter: Jennifer Woolley; Santa Clara U. Exposition and Essentialism: Testing Theories of Authenticity in the Microdistillery Context Presenter: Cameron Verhaal; Tulane U. Presenter: Glenn R Carroll; Stanford U. Competition and Cooperation in the Craft Chocolate Industry Presenter: Manuela Hoehn-Weiss; Oregon State U. Presenter: Emily Cox-Pahnke; U. of Washington [ABSTRACT FROM AUTHOR]

Craft firms show exceptionally strong cultural embeddedness in mature home local communities, because of their unique characteristics. Based on an inductive study on Japanese craft firms in the Kyoto region, we found that understanding the international expansion of these firms requires a context-embedded theory of internationalisation. Craft firms apply three internationalisation strategies: cultural endowing, cultural bridging and cultural distilling. Our findings add an element to the debate on the internationalisation of the firm: the context. [ABSTRACT FROM AUTHOR]

Prospection or forward-looking behavior is central to many core organizational activities (strategic management, entrepreneurship, and innovation). A key hurdle to the practice and study of such forward-looking behavior however appears to be foundational assumptions about the nature of human cognition-especially, the idea of sensemaking as inherently retrospective. In recent years, there have been growing efforts to infuse a genuinely forward-looking sensibility to the sensemaking perspective. Although multiple studies have identified possible contours of prospective sensemaking, to date "scholars continue to debate the meaning and distinctiveness of a truly prospective form of sensemaking" (Maitlis and Christianson, 2014: 97). Answering calls for incorporating "forward-looking" orientations into organization theories that are dominated by "backward looking and incremental sensibility," this proposed symposium aims to explore the key challenges that confront the development of prospective forms of sensemaking. The five presenters, each leading scholars in the sensemaking domain, share their views on the enduring challenges for prospective sensemaking and how these can be navigated. Proposed ideas range from accounting for creative projects and crisis-laden events that challenge the future and (rather than routine activities), industry-shaping strategies (rather than adaptation-oriented strategies), working to create idealized state of the world (rather than expected state of the world); creativity and reflexivity (rather than routines and automaticity) and emphasizing talk (and not just interpretation). [ABSTRACT FROM AUTHOR]

Previous research has largely considered institutional complexity as a condition that organizations need to mitigate. In the present work, we explore instead whether there are certain mechanisms that allow individuals to harness such complexity productively. To address this, we focus on a pan-European business incubation program, engaged in technology transfer, and identify three primary logics that guide its decision process, namely state, market and technology. We find that during the project evaluations, there are three key mechanisms, which support the tender evaluation board in selecting new ventures. These are the presence of sequential interdependence among the criteria informed by different logics; non-compensatory decision rules; and the use of spatially demarcated discussion playgrounds with a fixed membership structure for every evaluation meeting. We also observe individual-level variation in the granularity of members' understanding of the different logics, based on their tenure in the program and type of prior experience. [ABSTRACT FROM AUTHOR]

Over the last two decades, a large body of organizational and strategy research has focused on the importance of a firm's ability to innovate. Using a behavioral strategy lens, our panel discussion will argue that to fully understand the innovation process, one must investigate the complex social context in which innovation develops. Through our exchange, we hope to understand innovation from a resource-based and social constructivist framework and extend the conversation to theoretically map how innovation embodies human and environmental factors. Some of the questions that will be addressed during the panel discussion to engender understanding, dialogue, and novel insights include: (1) How do environmental stimuli influence decision making in terms of innovation, (2) Are all innovations equally subjected to the influence of social forces, and (3) Where do our beliefs about the value and quality of innovation originate? [ABSTRACT FROM AUTHOR]

Social media enable millions of users to create and disseminate narratives about organizations that increase their public exposure and shape public perceptions. In this paper, we draw on the sociology of news production and research on computer-mediated communication to discuss how different motivational drivers and contextual conditions associated with the formation of narratives in traditional news media and social media influence their content, diffusion, and impact significantly. Our analysis suggests that current theories of media reputation may provide an incomplete representation of the phenomenon, and highlight theoretically relevant differences and interrelationships between reputational dynamics involving news media and social media. [ABSTRACT FROM AUTHOR]

Our study examines the efforts of four non-profit organizations to secure resources from potential funders, and the response of these funders to organizational efforts. Our findings reveal different patterns of change and adaptation in identity claims and understandings (identity trajectories), associated with different types of identity work, image management strategies, and resource gathering. They portray the relationship between the organization and its potential funders as a collective negotiation over a representation of the organization (external identity) that "fits" with the aspirations, constraints, and identities of all the parties involved. By doing so, our observations advance the idea of identities as temporary accomplishments, constructed within a relationship in a way that preserves the coherence of the identities (values, roles) of the participants. This conceptualization is consistent with an understanding of identity-as-process, as an ongoing social construction aimed at enacting and re-enacting the sense of self and continuity of internal and external constituents. [ABSTRACT FROM AUTHOR]

This symposium examines the linkages between "who we are" (identity) and the strategic actions and decisions of organizational members (strategizing). Three empirical papers illustrate various linkages among strategizing, change and identity. The first paper develops the concept of organizational identity work and uses this to examine a firm's struggle to redefine its organizational identity as part of a strategic change effort. Findings show how members engage in identity work at multiple levels (individual, group, organizational) and how this work relates to strategy work.The second paper argues that identity and strategy are temporarily stable phenomena that are continuously "under (social) construction". A theoretical framework is developed based on a case study illustrating the dynamic and recursive processes of strategy work and identity work. The third paper illustrates how perceptions of "who we are" can constrain or enable strategic change. It explores the activities triggered by a global integration strategy in a Multinational Enterprise (MNE) and shows how the change challenges existing identities, but perhaps more so how existing identities impact on the potential to effectuate change. The three papers will serve as the basis for a discussion aiming to map existing knowledge about the linkages between strategizing, change and identity work and flesh out fruitful avenues for future research. Who do you think you are? How Identity Influences Strategic Change. Presenter: Helene Loe Colman; BI Norwegian Business School. Presenter: Birgitte Grogaard; U. of Calgary. Presenter: Inger G. Stensaker; Norwegian School of Economics. Strategizing and identity work - Towards a recursive view. Presenter: Claus D Jacobs; Bern U. of Applied Sciences. Presenter: A. Paul Spee; The U. of Queensland, Australia. Strategizing as Organizational Identity Work. Presenter: Gwyneth Edwards; HEC Montreal. Presenter: Julia Balogun; U. of Bath [ABSTRACT FROM AUTHOR]