2015
DOI: 10.1080/00076791.2015.1044522
|View full text |Cite
|
Sign up to set email alerts
|

Imprints of an Entrepreneur and Evolution of a Business Group, 1948–2010

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

0
11
0
3

Year Published

2018
2018
2024
2024

Publication Types

Select...
7

Relationship

0
7

Authors

Journals

citations
Cited by 18 publications
(14 citation statements)
references
References 28 publications
0
11
0
3
Order By: Relevance
“…However, by drawing on ecological processes such as inertia (e.g., Hannan & Freeman, ), institutionalization (e.g., DiMaggio & Powell, ), and path dependence (e.g., Schreyögg & Sydow, ) to describe how layers of historically grounded imprints persist and constrain organizations, imprinting research has paid less attention to human agency (e.g., Baron et al, ). More recent studies, however, show that imprints can be managed (e.g., Erçek & Günçavdı, ; Ferriani et al, ; Kriauciunas & Kale, ), which raises the question of how. We draw on rhetorical history research to describe how one 80‐year‐old firm managed its repository of imprints.…”
Section: Discussionmentioning
confidence: 99%
See 2 more Smart Citations
“…However, by drawing on ecological processes such as inertia (e.g., Hannan & Freeman, ), institutionalization (e.g., DiMaggio & Powell, ), and path dependence (e.g., Schreyögg & Sydow, ) to describe how layers of historically grounded imprints persist and constrain organizations, imprinting research has paid less attention to human agency (e.g., Baron et al, ). More recent studies, however, show that imprints can be managed (e.g., Erçek & Günçavdı, ; Ferriani et al, ; Kriauciunas & Kale, ), which raises the question of how. We draw on rhetorical history research to describe how one 80‐year‐old firm managed its repository of imprints.…”
Section: Discussionmentioning
confidence: 99%
“…Kriauciunas and Kale () show that distant search and learning allowed some Lithuanian firms to modify parts of their socialist imprint and thereby satisfy demands in the new capitalist‐oriented economy. Finally, Erçek and Günçavd () show how the dominant imprints of a founder‐led firm in Turkey changed across distinctive historical periods. Although not all say so explicitly, each of these studies implies that managers are somehow involved in managing imprints by encouraging employees and other stakeholders to drop some imprints, adopt new ones, and modify others, what Marquis and Tilcsik (, p. 195) call an “adaptationist” perspective.…”
Section: Theoretical Backgroundmentioning
confidence: 99%
See 1 more Smart Citation
“…Entrepreneurs are professionals whose career development are special and deserve in-depth investigation e.g., [9]. The decisions and actions of an entrepreneur often leaves great impact on the developmental trajectory of a new venture [10]. In such a context, knowledge is vital for the entire entrepreneurial life cycle, in that valuable knowledge facilitates entrepreneurial decisions and action, and thus may be a source of entrepreneurial competitive advantage [11].…”
Section: Introductionmentioning
confidence: 99%
“…Thus, organizational founders play a crucial role in determining the direction of the organization. For instance, Erçek and G€ unçavdı (2016) show how the founder of a Turkish business group left lasting imprints on the organization even after his death, in line with findings regarding founder centrality in family firms (Kelly, Athanassiou, and Crittenden 2000). Nevertheless, Nelson argues that the term founder is not self-evident as 'the role of founder is self-designated or otherdesignated ' (2003, 709).…”
Section: Frame Of Referencementioning
confidence: 62%