The Mind and Heart of Resonance: The Role of Cognition and Emotions in Frame Effectiveness

Giorgi, Simona

doi:10.1111/joms.12278

Cited by 152 publications

(209 citation statements)

References 103 publications

(187 reference statements)

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“…Several research streams explore how new ventures can reduce uncertainty. One stream describes how framing, or the process of constructing meaning that focuses audience attention on salient features (Cornelissen and Werner, ; Giorgi, ), can help articulate specific versions of reality and secure stakeholder support for the new ecosystem (Ansari et al, ; Gurses and Ozcan, ). This work identifies the use of distinctiveness (Hensmans, ) and public interest (Gurses and Ozcan, ) frames as potential mechanisms.…”

Section: Introductionmentioning

confidence: 99%

An Ecosystem‐Level Process Model of Business Model Disruption: The Disruptor's Gambit

Snihur

Thomas

Burgelman³

2018

J Management Studies

156

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Based on a longitudinal case study, this paper presents an ecosystem-level process model of the interlocking key activities of the business model disruptor, other ecosystem participants (customers, partners, media, analysts), and the incumbent. Together these constitute a strategic process of ecosystem evolution from incumbent-centred to disruptorcentred. We identify the phenomenon of a 'disruptor's gambit', where the disruptor reveals its intentions early on through effective framing, followed by rapid adaptation of its business model to satisfy ecosystem needs. These processes generate a virtuous framing-adaptation cycle, where feed-forward and feedback enable rapid response to customers and partners, while engaging them as force multipliers during new ecosystem creation. Our findings suggest that framing constitutes a dynamic strategic process enabling disruptors to reduce uncertainty, dislodge powerful incumbents, and shape new ecosystems through business model innovation.K ey word s: adaptation, business model innovation, disruption, ecosystem creation, framing 'Walker, there is no road, the road is made by walking'. -

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Section: Introductionmentioning

confidence: 99%

An Ecosystem‐Level Process Model of Business Model Disruption: The Disruptor's Gambit

Snihur

Thomas

Burgelman³

2018

J Management Studies

156

View full text Add to dashboard Cite

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“…Although these factors are important, we have argued that a distinct source of inertia is rooted in framing. Cognitive and emotional framing have largely been omitted variables in these accounts (Eggers & Kaplan, 2013;Giorgi, forthcoming;Vuori & Huy, 2016).…”

Section: Discussionmentioning

confidence: 99%

“…In addition to cognitive framing, a TMT's framing process also involves emotional elements (e.g., Giorgi, forthcoming;Huy, 2002;Vuori & Huy, 2016). In studying social movements, Robnett (2004: 195) identified a key role for emotions and, especially emotional resonance, i.e., "the degree of 'emotional harmony between ideology, practices…or frames."…”

Section: Emotional Frame Flexibilitymentioning

confidence: 99%

“…Frames achieve this via two main pathways: cognitive, through claimed beliefs and understandings; and expressive, through claimed appeals to feelings, aspirations, emotions or "passionate identification." The first pathway -cognitive -has been recognized as important in the strategic management literature (Eggers & Kaplan, 2013); however, the latter -emotive -has been relatively neglected, but is an approach gaining scholarly attention (Giorgi, forthcoming;Voronov & Weber, 2016).…”

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confidence: 99%

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Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms

2017

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Why do incumbent firms so frequently reject non-incremental innovations? One reason is due to the firm's top management team's (TMT) lack of frame flexibility, i.e., an inability to expand the organization's categorical boundaries so as to encompass a wider range of emotionally resonate capabilities in the context of innovative change. For incumbent firms, we argue that the way the TMT cognitively thinks about, and emotionally frames, non-incremental innovation and organizational capabilities drives innovation adoption. We show that frame flexibility is both cognitive, through claimed beliefs and understandings, and emotional, through claimed appeals to feelings and aspirations. First, we reexamine an assumption that cognitive frames are static and suggest how they evolve to become flexible -via shifts in perceived categorical hierarchies and in the ability to reconcile incompatible organizational capabilities.Second, we theorize and attend to the role of emotional frames in innovation adoption. Thus, we advance a model that articulates how cognitive and emotional framing affects the likelihood of non-incremental innovation adoption and, over time, the breadth of the organization's innovation practices. We delineate these processes, as well as the internal and external contingencies that influence them, and offer directions for future research.

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“…Third, by conceptualizing entrepreneurship as a culturally embedded process, the TOCE provides an explanation for another key aspect that is bracketed off in the JBA: the acquisition of heterogeneous resources and the ability to deploy these resources in © 2018 John Wiley & Sons Ltd and Society for the Advancement of Management Studies culturally resonant or value creating ways (Giorgi, 2017). According to FKB (draft, p. 11;Foss et al, 2019, p. 7), 'resource heterogeneity is not a given;' instead, 'resource attributes are results of entrepreneurial search and experimentation'.…”

Section: Future Directions: Appreciating the Cultural Embeddedness Ofmentioning

confidence: 99%

BeyondHomo Entrepreneurus: Judgment and the Theory of Cultural Entrepreneurship

Lounsbury

Gehman

Glynn

2019

J Management Studies

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In this paper, we embrace the critique of the contemporary entrepreneurship literature offered by Foss, Klein, and Bjørnskov, and applaud their advance of the Judgment‐Based Approach (JBA) as a way to broaden our understanding of entrepreneurial processes by contextualizing entrepreneurial action. However, we believe that to attain the promise of the JBA, a broader inter‐disciplinary engagement beyond economics is required. Drawing on theory and arguments in the cultural entrepreneurship literature, we emphasize the fruitfulness of foregrounding the role of culture – a theoretical focus that is marginalized both in the mainstream entrepreneurship literature and in the JBA. We compare the JBA and the Theory of Cultural Entrepreneurship and outline how a wider inter‐disciplinary research agenda could be advanced in entrepreneurial studies.

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The Mind and Heart of Resonance: The Role of Cognition and Emotions in Frame Effectiveness

Cited by 152 publications

References 103 publications

An Ecosystem‐Level Process Model of Business Model Disruption: The Disruptor's Gambit

An Ecosystem‐Level Process Model of Business Model Disruption: The Disruptor's Gambit

Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms

BeyondHomo Entrepreneurus: Judgment and the Theory of Cultural Entrepreneurship

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