This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe proposition that outsiders often are crucial carriers of novelty into an established institutional field has received wide empirical support. But an equally compelling proposition points to the following puzzle: the very same conditions that enhance outsiders' ability to make novel contributions also hinder their ability to carry them out. We seek to address this puzzle by examining the contextual circumstances that affect the legitimation of novelty originating from a non-certified outsider that challenged the status quo in an established institutional field. Our research case material is John Harrison's introduction of a new mechanical method for measuring longitude at sea -the marine chronometer -which challenged the dominant astronomical approach. We find that whether an outsider's new offer gains or is denied legitimacy is influenced by (1) the outsider's agency to further a new offer, (2) the existence of multiple audiences with different dispositions towards this offer, and (3) the occurrence of an exogenous jolt that helps create a more receptive social space. We organize these insights into a multilevel conceptual framework that builds on previous work but attributes a more decisive role to the interplay between endogenous and exogenous variables in shaping a field's shifting receptiveness to novelty. The framework exposes the mutually constitutive relationships between the micro-, meso-, and macro-level processes that jointly affect an outsider's efforts to introduce novelty into an existing field.

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We investigate how resource orchestration influences performance within the 'knowledge resource management' approach by exploiting a novel database on the Italian Serie A topprofessional football league spanning from the 1960-61 up to the 1991-92 season. We find that the acquisition of experience via newcomers has a U-shaped non-monotonic relationship with performance. Furthermore, we find that releasing co-specialized employees has a positive moderating role within the relationship between team experience and performance by suggesting that dismissing old routines positively influences the relationship between current routines and team's performance.