A Model of Collective Interpretation

Gavetti, Giovanni; Warglien, Massimo

doi:10.1287/orsc.2015.0987

Cited by 33 publications

(24 citation statements)

References 67 publications

(85 reference statements)

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“…Familiarity leads to the creation of procedural memory, which is knowledge a team member possesses about how to best interact with others in executing organizational routines (Cohen & Bacdayan, 1994). Procedural memory enables the star to better interpret others' actions, which improves her responses (Gavetti & Warglien, 2015).…”

Section: A Star's Return Facilitates An Improvement In Routines Andmentioning

confidence: 99%

Dancing with the stars: Benefits of a star employee’s temporary absence for organizational performance

Chen

Garg

2018

Strategic Management Journal

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Research Summary: While research has focused primarily on stars as individual contributors, we examine organizational situations where stars must work closely with non‐stars. We argue that, in such situations, building teamwork around a star is an exercise in learning under complexity. In response, organizations prioritize interactions involving the star to simplify learning. This simplification, however, creates organizational myopia. We claim that a star’s temporary absence helps the organization overcome myopia by triggering a search for new routines. When he returns, the organization may combine these new routines with pre‐absence routines to improve teamwork and performance. We exploit injuries to star players in the National Basketball Association as an exogenous shock and find that on average, teams perform better after a star’s return than before his absence. Managerial Summary: This study examines the effect of the temporary absence of a star employee on organizational performance. We find evidence that a star employee’s temporary absence helps the organization overcome an over‐reliance on the star and improve teamwork. Improved teamwork, in turn, enables the organization to perform better upon the star’s return than it did prior to his absence. This result suggests that organizations might want to revisit the tendency to view stars as too valuable to lose, even for a short time. In particular, organizations may want to pull stars from ongoing projects and encourage them to attend professional development programs. A star’s temporary absence and return from such a program improves not only the star’s skills but also the organization’s teamwork.

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Section: A Star's Return Facilitates An Improvement In Routines Andmentioning

confidence: 99%

Dancing with the stars: Benefits of a star employee’s temporary absence for organizational performance

Chen

Garg

2018

Strategic Management Journal

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“…This is especially the case for information that does not fit with the firm's existing understandings (Reger, Mullane, Gustafson, & DeMarie, 1994;Tripsas, 2009). Thus, mere access to novel feedback available in online communities may not be enough to prompt organizations to move beyond the mental models constructed through their past experiences (Gavetti & Warglien, 2015).…”

Section: Theory Developmentmentioning

confidence: 99%

Experientially diverse customers and organizational adaptation in changing demand landscapes: A study of US cannabis markets, 2014–2016

Hsu

Kovács

Koçak

2019

Strategic Management Journal

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Research Summary In this study, we contribute to strategy and organizational theories of organizational adaptation by developing theory about the kinds of customers that facilitate an organization's ability to adapt to changing demand‐side conditions. We propose that customers who have previously interacted with diverse types of organizations in the market convey informationally rich feedback that better enables organizations to understand and adapt to change—particularly in more rapidly changing contexts. We further expect that organizations that position themselves congruently with market preferences will be stronger market competitors. We test and find support for our arguments using a unique dataset of over 8,000 cannabis dispensaries operating in seven states that were listed on http://weedmaps.com between July 2014 and June 2016. Managerial Summary Performance of organizations in changing markets depends on their ability to adapt to evolving customer preferences. Such adaptation requires understanding how preferences evolve—not only among existing customers, but also in the broader market in which the organization competes. We propose that feedback from customers who have previously interacted with diverse types of organizations in the market enables organizations to understand customer expectations and adapt to changing demand landscapes by positioning themselves accordingly. We find support for these arguments in legalized cannabis markets within seven U.S. states. Dispensaries that get more feedback from experientially diverse customers position themselves in ways that are more congruent with the preferences of customers in their market. Furthermore, dispensaries who are more congruent with market preferences survive longer, bring in a greater number of new consumers, and are generally more appealing to those consumers.

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“…Trust is an essential component for industrial players to achieve the purpose of combating copycat. The gap among stakeholders in the ecosystem will prevent actors from gaining access to the needed social capital as advocated by studies on collective behaviour and systems (Gavetti & Warglien, 2015;Mortensen, 2014). Meanwhile, it is necessary to embark on joint actions with the consensus of members even though independently, actors might have their own specialized activities to capitalize on.…”

Section: Stakeholder Interactions In the Textile Cluster: The Blame Gamementioning

confidence: 99%

Prevalence of Copycat in Africa Textile Clusters: The Blame Game Among Stakeholders

Asare-Kyire

Essel

et al. 2019

Journal of Business Economics and Management

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In this paper we investigate the reasons behind the pirated textiles and try to address the questions of why copycats are rampant on the African textile market, their impact on textile clusters and why it is ineffectively being controlled. Taking Ghana as a sample, this study employed grounded theory methodology to explore the key factors that account for copycat prevalence in African textile industry. This study reveals that economic foundations, political factors and stakeholder interactions in the textile ecosystem have influenced copycat popularity in Africa. More specifically, the blame game among stakeholders with no one accepting responsibility for copycat prevalence gave space for perpetrators of copycat textiles to breed. The study extends the stakeholder and cluster theories particularly within the confines of developing regions, the interplay of actors and how their actions promote or revert the fight against copycats. This article implores governments should proactively lead in collaborative inter-agency actions to fight the copycat menace by repackaging and designing strategies/approaches through the employment and increasing of stakeholder consultations.

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A Model of Collective Interpretation

Cited by 33 publications

References 67 publications

Dancing with the stars: Benefits of a star employee’s temporary absence for organizational performance

Dancing with the stars: Benefits of a star employee’s temporary absence for organizational performance

Experientially diverse customers and organizational adaptation in changing demand landscapes: A study of US cannabis markets, 2014–2016

Prevalence of Copycat in Africa Textile Clusters: The Blame Game Among Stakeholders

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