Sociocognitive Dynamics in a Product Market

Rosa, José Antônio; Porac, Joseph F.; Spanjol, Jelena; Saxon, Michael S.

doi:10.2307/1252102

Cited by 347 publications

(340 citation statements)

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“…The idea that Alessi developed syncretic claims in order to account for its increasingly diverse and unique (as they were based on its enriched cultural repertoire) practices resonates with prior research that has argued that new categories are created in order to reflect unique strategies (Rosa et al 1999). This research, however, has emphasized the role of institutional intermediaries, such as the media (e.g.…”

Section: Identity Redefinitionmentioning

confidence: 70%

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A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

Rindova

Dalpiaz

Ravasi

2011

Organization Science

172

142

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This is the accepted version of the paper.This version of the publication may differ from the final published version. A central insight that has emerged from this research is that: individuals' cultural repertoires enable them to conceive diverse strategies of actions to address different situations. Thus, although in a pathdependent and identity-constrained manner, culture provides individuals with a toolkit from which they can select resources to take strategic actions and effect change. This view of culture as a toolkit holds considerable promise for understanding strategic action and change at the organizational level of analysis. A different stream of organizational research has investigated the consequences of the use of cultural resources from outside an organization's industry register. This research emphasizes that the use of such resources is difficult, and potentially detrimental to organizations. Oakes, Townley, and Cooper (1998), for instance, document the tensions arising from the forced introduction of business concepts in the provincial museums and heritage sites of Alberta. Similarly, arts organizations that try to incorporate business concepts into their repertoire to become more commercially focused have been found to experience internal tensions (Fine 1992;Glynn 2000) due to the conflict between commercial considerations and the expressive function of arts (Eikhof and Haunschild 2007;Hirsch 1972). This research similarly suggests that organizations tend to use primarily cultural resources from their industry registers, and that doing otherwise is difficult and costly. Permanent repository link1 Concepts are culturally situated, extra-subjective frames for understanding social reality (Munir and Phillips 2005) that organize knowledge in a particular domain and provide relatively shared schemas guiding actions in a collectivity. 5As a result, whether and how organizations can expand their cultural repertoires with new cultural resources from outside their industry registers and the resulting consequences for their strategies remains poorly understood.To address these questions, we undertook a study of the evolution of the cultural repertoire of Alessi, RESEARCH METHOD Research SettingStrategic change at Alessi. Our study is an inductive inquiry (Glaser and Strauss 1967) carried out through an in-depth, longitudinal analysis of a revelatory case (Yin 1994) that provided an excellent research setting as it engaged in a clearly demarcated strategic change process. In the late 1960s, Alessi was the technological and market leader in the tableware segment of the Italian metal household industry, due to its advanced skills in cold-pressed steel production. In 1970, Alberto Alessi, the founder's grandson, joined the organization and, despite its positive economic performance, he steered it in a radically different directionusing industrial production methods to make art objects in steel. The first attempt in that direction failed, but 6 in the following years, Alessi developed innovative practices i...

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Section: Identity Redefinitionmentioning

confidence: 70%

“…They do so to influence the understandings of both internal and external audiences about their new strategies of action. In doing so, however, they also seek to influence the very categories that are available for their definition (Rindova et al 2007;Rosa et al 1999;Zuckerman 1999). …”

Section: Strategic Use Of Cultural Resourcesmentioning

confidence: 99%

A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

Rindova

Dalpiaz

Ravasi

2011

Organization Science

172

142

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“…Projects initiated by highly embedded founders gain access to diverse member skills, enjoy the benefits of improved coordination (Uzzi 1997), and experience quicker product development. However, greater founder embeddedness means that they can devote less attention to any given project (Rosa et al 1999). Therefore, embeddedness should decrease time to market, with diminishing returns, and we hypothesize the following.…”

Section: Founders' Social Capitalmentioning

confidence: 93%

“…Because betweenness centrality measures a founder's location on the shortest pathways in the network, it is possible that information overflow along the shortest pathways may lead to information overload (Rosa et al 1999). In that case, founders occupying such locations can slow down both the NPD process and the time to product release.…”

Section: Time To Product Releasementioning

confidence: 99%

User-Generated Open Source Products: Founder's Social Capital and Time to Product Release

2012

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glilien@psu.edu} V olunteer users employ collaborative Internet technologies to develop open source products, a form of usergenerated content, where time to product release is a crucial measure of project success. The open source community features two separate but related subcommunities: developer users who contribute time and effort to develop products and end users who act as collaborative testers and provide feedback. We develop hypotheses concerning how the location of the project's founders in the social network of developer users, the interplay of developer users and end users, and project and product characteristics affect time to product release. We use data on 817 development projects from SourceForge, a large open source community forum, to calibrate a split hazard model to test the hypotheses. That model supports the two-community conceptualization and most of the related hypotheses. The results have theoretical and managerial implications; for example, a pivotal position of founders in the developer user community can reduce time to product release by up to 31%, and projects in which users are more engaged can experience an 11% shorter time to product release compared with those projects in which they are not.

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“…In addition, Murmann and Frenken's approach of dominant design definition differs also from our approach of product architecture assessment in that they permit interfaces to constitute components, because their focus is on high-pleiotropy elements, and these elements can be either true components or interfaces, whereas we strictly distinguish components and interfaces in our analysis. 7 For example, for some scholars a dominant design is determined through socio-cognitive sense-making processes between market participants (Rosa, Porac, Runser-Spanjol and Saxon 1999). Seen from this perspective, a product design can become (or recede to be) a dominant design without actual changes in its technical parameters.…”

Section: Product Architecturementioning

confidence: 99%

The Power of Integrality: Linkages between Product Architecture, Innovation, and Industry Structure

Fixson

Park²

2007

SSRN Journal

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Sociocognitive Dynamics in a Product Market

Cited by 347 publications

References 0 publications

A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

User-Generated Open Source Products: Founder's Social Capital and Time to Product Release

The Power of Integrality: Linkages between Product Architecture, Innovation, and Industry Structure

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