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We make the case that there are four distinct forms of organizational values -espoused, attributed, shared and aspirational. These partial, but related forms encompass variation in temporal orientation and levels of analysis. We use these forms to reveal the dynamic nature of organizational values by delineating the evolution of gaps and overlaps between them. We set out a series of propositions, originating from institutional, organizational and managerial sources to explain the nature of movement between these distinct forms of values and the potential implications for organizational behaviour and performance. Finally, we consider the possibilities of this fine-grained analysis of the organizational values concept for future research.

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Introduction: Lockdowns during the COVID-19 pandemic had a disruptive effect on medical education when they prevented medical students accessing real patients. To address this, we piloted 35 medical students at home consulting remotely with patients. Method: We evaluated the intervention using qualitative analysis of post-experience interviews with a sample of 13 students and 10 clinical supervisors. Results: The experience was perceived by all those interviewed to be both acceptable and educationally valuable. Data analysis revealed different models of implementation according to type of patients involved (acute, recently treated or expert patients) and type of communication platform used (AccuRx, Microsoft Teams or telephone). Practical and educational challenges were identified in relation to the following elements of the experience: patients consulting with students remotely, students being remotely supervised and students undertaking patient contact from home. Strategies for addressing these challenges were directly suggested by interviewees and also inferred from our analysis of the data. Conclusions: Remotely supervised medical students at home undertaking remote consultations with patients can be acceptable and educationally valuable. The intervention was piloted in a UK graduate entry medical course and so it would be useful to replicate this study in other medical student populations.

We study the adoption of automated credit scoring at a large auto finance company and the changes it enabled in lending practices. Credit scoring appears to have increased profits by roughly a thousand dollars per loan. We identify two distinct benefits of risk classification: the ability to screen high-risk borrowers and the ability to target more generous loans to lower-risk borrowers. We show that these had effects of similar magnitude. We also document that credit scoring compressed profitability across dealerships, and provide evidence consistent with the view that credit scoring may have substituted for varying qualities of local information.

This paper uses a causal map methodology to consider the contrasts between entrepreneurial intentions and outcomes. In evaluating a series of propositions drawn from the extant literature the study ®nds that the elicited causal maps are consistent with contrasts in entrepreneurial intentions, but not outcomes. This suggests that the existing emphasis on entrepreneurial strategies being deliberate, conscious processes may be misplaced: non-deliberate, emergent strategies may be just as in¯uential in producing entrepreneurial outcomes. The study develops a series of output propositions suggesting that entrepreneurial outcomes are associated with causal maps which connect the internal operations of the business with the external environment. This implies that entrepreneurial success may be a result of intuitive systems thinking in which connections are made between the environment and the internal operations of the business.

This paper explores the trajectories of three key technologies in Formula One racing at the component, firm and system levels of analysis. The purpose is to understand the evolutionary forces that contribute to the emergence and survival of dominant designs. Based on archival data and contemporaneous accounts of the period from 1967-82, we develop a series of propositions specifying the evolutionary forces acting on technological trajectories within each level of analysis. The resulting framework leads to a set of predictions about relationships between technological transparency, coevolution, and the emergence of dominant designs. Specifically, we argue that when the costs and difficulty associated with transferring component knowledge between firms is low (technological transparency is high), technologies tend to coevolve across firms, leading to the development of complementary technologies and increasing the likelihood of industry dominance. Where transparency is low, however, technologies tend to coevolve across functions within firms, leading to the development of competing technologies across firms and increasing the likelihood of a technology's dominance within the firm. The data and argument suggests that the forces acting on these two types of technological trajectories are selfreinforcing, so that as momentum builds behind a trajectory, it becomes more likely that its evolutionary path will end in either firm-or system-level dominance.

This paper considers the interplay between technological discontinuities and competitive performance. Much of the work on technological discontinuities has focused on macro levels of analysis such as industries and technologies rather than specific firms. This study uses a historical perspective on Formula 1 motor racing to explore the dynamics between firm level performance and technological discontinuities over a 57 year period. The study supports the findings of previous research that incumbent firms are often unable to adapt to the impact of exogenous shocks. However the study also reveals situations where a relatively small number of firms are able to sustain their competitive superiority through a number of successive discontinuities. I suggest that, in addition to dynamic capabilities, these firms possess sustaining capabilities - munificent resource configurations which extend the time available for firms to adapt to technological changes - thereby allowing them to remain competitive across discontinuities. Copyright (c) 2010 The Author. Journal compilation (c) 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.