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Exogenous radical technological changes often threaten firms' organizational identity. Many organizations, be it incumbent or new entrant, need to reinvent themselves in light of such technological changes, if they can. To contribute to research on organizational identity and firm responses to radical technological change, we adopt a multifaceted view of organizational identity and emphasize that who or what a firm is, is as important as what a firm does and why. Based on a qualitative, multi-case study on the responses of Dutch music companies to the emergence of digitalization, we explore how this identity-strategy nexus plays our during radical technological change. Based on our analysis, we identify three identity-strategy response mechanisms. In identity affirmation, firms prioritize their identity and incorporate radical technologies to fit their organizational identity. In identity hedging and identity accommodation firms prioritize strategy and suspend organizational identity in favour of strategic change, which over time reconfigures organizational identity. This provides an alternative explanation for the heterogeneity in firm responses to the same radical technological change. The differences across these three response mechanisms yield important insights for the growing study of the intersection of radical technological change and the OI literatures. [ABSTRACT FROM AUTHOR]

In this study, we aim to explore the emergence and orchestration of circular ecosystems, which are considered crucial for addressing society's major challenges. However, there is a limited understanding of the factors influencing their development. Therefore, we focus on the following research questions: What factors contribute to the emergence and orchestration of a circular ecosystem? How do sustainable entrepreneurs play a role in these processes? To answer these questions, we conducted a process case study of a circular ecosystem upcycling ocean plastics in Europe. Our investigation highlights that sustainable entrepreneurs drive the emergence of circular ecosystems through decentralized strategies and collaborations with like-minded partners, responding to three fundamental ontological differences between the linear and circular economies: conflicting value systems, work ideals, and organizing principles. This research contributes to the strategic management literature by presenting a process model for the emergence of circular ecosystems, grounded in empirical evidence. Additionally, we introduce the concept of "distributed orchestration" as an alternative to traditional focal firm orchestration in the established business ecosystem literature. [ABSTRACT FROM AUTHOR]

Extant literature shows two types of disruption: disruption-by-entry, where new entrants into an industry drive disruption, and disruption-from-within, where incumbents drive disruption. In this paper we break new ground by revealing and unpacking a third, untheorized process: disruption-by-proxy. We conceptualize disruption-by-proxy as a deliberate strategy whereby a technology provider creates a sustaining innovation in their core industry, secures technology adoption by powerful incumbents in their target industry, and thereby disrupts that industry and, potentially, other adjacent industries. The powerful incumbents act as disruptive proxies for the technology firm, which effectively drives business model change in one or more industries yet never seeks to extend beyond its core industry. To theorize this conceptualization, we explore the research question: "How does disruption-by-proxy unfold?" Our ethnographic study of a small technology firm shows how a disruptor engages in iterative phases of proxy testing of selected product-market bundles, (re)envisioning the disruptive process and potential industry end states, and advancing the technology whilst seeking to optimize its fit with emergent understandings of incumbent tolerance for adoption and disruption. Our process model theorizes disruption-by-proxy as an inherently collaborative and industry-spanning strategy that locates the instigator and driver of disruption permanently outside the disrupted industry or industries. [ABSTRACT FROM AUTHOR]

Organizations increasingly implement digital technologies to create operational transparency over complex interorganizational processes. This transparency represents a new form of control that is designed to coordinate, and later re-used to monitor partner performance and behavior. Such dual-use is new so that prior theory on interorganizational governance cannot be applied directly. I therefore conduct a multiple case study to explore how these new, inherently digital controls affect interorganizational governance. I find that even though organizations need relational trust to implement transparency, once implemented, organizations use it to monitor their partners. This increasing reliance on and trust in numbers replaces relational trust irrespective of partner performance. I contribute to theory on interorganizational governance by theorizing this as "digital fungible controls", a new type of digital controls, and how this affect governance. [ABSTRACT FROM AUTHOR]

Emerging digital technologies are technological innovations that have the potential to influence and reshape the strategy of an organization. Individual digital technologies like big data, artificial intelligence, machine learning, virtual reality, Blockchain, and information security are transforming the way businesses work. As new technologies evolve and organizations utilize them to solve discrete business problems, organizational research on these emerging technologies and their application to the business world has been somewhat limited. In light of the current lack of sizable technology-oriented research in organizational and managerial studies, this Symposium brings together five papers, each of which discusses a specific digital technology and applies it to an organizational setting to unpack benefits, downsides, and areas for further investigation for management research. The purpose of this Symposium is to provide scholars several specific examples of technology-oriented research in Management and to offer a platform for a broader conversation about the future of Management research in the digital age. Machine Learning Approaches to Facial and Text Analysis: An Application to CEO Oral Communication Presenter: Prithwiraj Choudhury; Harvard U. Presenter: Dan Jun Wang; Columbia Business School Presenter: Natalie Carlson; Columbia Business School Presenter: Tarun Khanna; Harvard U. Is Virtual Reality a Killer Technology for Leadership Assessment and Training? Presenter: Mariano AlcaÃ'iz Raya; Polytechnic U. of Valencia Presenter: Elena Parra; Polytechnic U. of Valencia Presenter: Irene Chicchi Giglioli; Polytechnic U. of Valencia When Does Autonomous Learning Benefit Employers? A Study of Learners Enrolled In MOOCs Presenter: Monika D. Hamori; IE Business School Engineering Collaboration with Big Data: How Orthodox Spaces Suspend Interorganizational Tensions Presenter: Katharina Cepa; Aalto U. School of Business A Framework to Design User-Centric Information Security Presenter: Ivano Bongiovanni; Adam Smith Business School, U. of Glasgow [ABSTRACT FROM AUTHOR]

Organizations increasingly employ big data technologies to mediate their collaboration processes. This enables the faster exchange of complex and voluminous data, allowing more complex interorganizational routines of coordination and control. As technology is not deterministic but applied by knowledgeable actors in idiosyncratic settings, the effects on interaction dynamics are unclear. With this qualitative comparative analysis of 13 case relationships, I explore how configurations of relationship antecedent and technology set-up conditions lead to cooperative or non-cooperative interaction dynamics. I find three causal configurations supporting cooperative interaction dynamics and three causal configurations supporting non-cooperative interaction dynamics. This typology of technology set-up and relationship antecedent conditions contributes to the alliance literature by showing how interorganizational big data technologies can create transparency or opacity, and learning symmetry or asymmetry between partners, and how these different organizational powers affect interaction dynamics. It further contributes to resource dependence theory by disentangling the effects of control exertion and bargaining power asymmetries on interaction dynamics. [ABSTRACT FROM AUTHOR]

Scientific literature recognizes big data as the next frontier for innovation and competition and the next management revolution. The wide range of big data sources available today provide organizations with the ability to analyze data in a number of ways and utilize that information to enhance organizational- and individual-level outcomes. Big data brings with it a host of methodological opportunities for organizational scholars, such as integration of disparate kinds of data and accommodation of nonlinearity and models of discontinuous change. Big data allows management scholars to develop better answers to older questions and test existing theories in the presence of specific conditions, thus aiding in building better theories. Overall, the purpose of this panel symposium is to engage an expert group of panelists in a formal, moderated, and interactive discussion of: (1) the opportunities that exist in big data research - both from theoretical and methodological standpoints; (2) unique challenges in big data studies - relating to doing research as well as publishing said research in management journals; and (3) the implications of organizational big data research for practice. [ABSTRACT FROM AUTHOR]

In interorganizational relationships, trust acts as coping mechanism for incomplete information. As organizations interact over time, the primary form of trust shifts from calculative to relational; trust is increasingly based on experience rather than economic calculus. The recent introduction of information technologies that increase transparency of operational processes across the partners in relationships reduces information asymmetries. This multiple case study of six industrial buyer-supplier dyad types investigates the resulting changes in interorganizational trust composition. My findings indicate that competence-based trust is replaced by automated performance control in the short- to medium-term and that goodwill-based trust is constantly measured against this performance control. Moreover, parts of goodwill-based trust, namely openness and honesty, are automated into the IT-system and become controllable. These changes in trust composition are accompanied by a newly emergent institutional trust into the transparency-inducing IT-system. These developments are not symmetrical; customer trust in suppliers is clearly changing while the composition of supplier trust towards customers is stable. I contribute to theory by delineating the relationship between increased operational transparency, interorganizational trust and control. My findings provide a more nuanced view into the trust-control nexus in the interorganizational governance literature, challenge the long-term orientation of interorganizational trust development theories and have implications for social network management. [ABSTRACT FROM AUTHOR]

The introduction of big data systems to inter-organizational business processes changes the practices and nature of inter-organizational relationships. Big data technology enables a faster, cheaper, and more exact exchange of information between the organizations. Existing theory on inter-organizational relationships and firm boundaries fails to adequately explain these changes. In this comparative multiple case study we discover two new inter-organizational practices. Asymmetries of competence between long-term collaborative partner firms drive the adoption of disciplining and custodianship practices. In both, great amounts of new information is exchanged across organizational boundaries in novel processes, accompanied by substantial modifications in task configurations. As a result, firm boundaries of information, power, and competences shift. We contribute to theory in three ways. First, we advance theory of collaborative long-term inter-organizational relationships by demonstrating how big data makes inter-firm governance more responsive and calculative. Second, we further theory of organizational boundaries by revealing how the changes in information, power, and competence are strongly interdependent. Third, we add to the understanding of the effects of big data on management processes. [ABSTRACT FROM AUTHOR]