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Institutional change is typically studied at the organizational field level; we leverage political culture to examine how the context in which these fields are embedded influence processes of institutional change within such fields. Specifically, we look at the effect of conservative political culture on legitimation and adoption of crowdfunding in the United States. We find that crowdfunding is less popular and more slowly legitimated in conservative regions. However, we also find that crowdfunding’s legitimacy is more important in these regions and that once a legitimacy threshold is reached, the adoption of crowdfunding in conservative regions surpasses that in liberal regions.

Research has long recognized the potential benefits of vision communicated at all levels of organizations. Despite this recognition, our understanding of the dynamics surrounding suborganizational visions remains limited. In this paper, we aim to explore these dynamics by investigating the role of organizational structure in the use of suborganizational visions. Although research has begun exploring the implications of structure for vision, it has done so on a limited basis in the context of vertical hierarchies. We take a more comprehensive view, exploring the role of both vertical and horizontal dimensions of structure, with specific interest in the relationship between organizational and suborganizational visions. Our findings suggest not only that structural distance moderates the relationship between organizational and suborganizational visions but also that horizontal distance from the organizational core provides the conditions under which suborganizational units communicate distinct visions that are decoupled from the organizational vision. Furthermore, we find a series of coordinating mechanisms that serve to encourage both the vertical nesting and horizontal complementarity of visions, ensuring alignment, even in the presence of decoupling from the organizational vision. Finally, in describing these findings, we elucidate the role of institutions in both providing content for and ensuring the complementarity of suborganizational visions.

Summary Research has long recognized the potential benefits of vision communicated at all levels of organizations. Despite this recognition, our understanding of the dynamics surrounding suborganizational visions remains limited. In this paper, we aim to explore these dynamics by investigating the role of organizational structure in the use of suborganizational visions. Although research has begun exploring the implications of structure for vision, it has done so on a limited basis in the context of vertical hierarchies. We take a more comprehensive view, exploring the role of both vertical and horizontal dimensions of structure, with specific interest in the relationship between organizational and suborganizational visions. Our findings suggest not only that structural distance moderates the relationship between organizational and suborganizational visions but also that horizontal distance from the organizational core provides the conditions under which suborganizational units communicate distinct visions that are decoupled from the organizational vision. Furthermore, we find a series of coordinating mechanisms that serve to encourage both the vertical nesting and horizontal complementarity of visions, ensuring alignment, even in the presence of decoupling from the organizational vision. Finally, in describing these findings, we elucidate the role of institutions in both providing content for and ensuring the complementarity of suborganizational visions.