History and Organizational Change

Suddaby, Roy; Foster, William M.

doi:10.1177/0149206316675031

Cited by 146 publications

(150 citation statements)

References 108 publications

(131 reference statements)

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“…Finally, individuals or groups within the organization may perceive the adoption as an inefficient use of the organization's (limited) resources (cf. Hannan & Freeman, 1984;Suddaby & Foster, 2016). Regardless of the type of resistance, managers may reevaluate, pivot, and/or choose not to enact the proposed action based upon the resistance they receive (Slack & Parent, 2006).…”

Section: Organizational Changementioning

confidence: 99%

Examining social media adoption and change to the stakeholder communication paradigm in not-for-profit sport organizations

Naraine

Parent

2017

JAS

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The purpose of this study was to examine social media adoption within not-for-profit sport organizations to illuminate the impetus for change, the type of change undertaken, and change resistance. Using a contextualist approach depicting the external and internal forces as well as the change process, semi-structured interviews were conducted with ten Canadian national sport organizations (NSO) representing varying degrees of social media presence. The findings suggest that, although social media is espoused as a radical, transformational vehicle, NSOs have only made incremental adjustments to their stakeholder communication and have situated social media within their extant organizational condition due to capacity constraints and resistance from staff and reticent stakeholders. Adopting social media in light of limited organizational capacity thus diminishes the utility of the communications tool. Theoretical and practical implications include how to improve social media-related capacity and the importance of continuing the social media and sport domain’s organizational theory agenda.

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Section: Organizational Changementioning

confidence: 99%

Examining social media adoption and change to the stakeholder communication paradigm in not-for-profit sport organizations

Naraine

Parent

2017

JAS

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“…History, as a conscious means of knowing rather than a passive accretion of past events, becomes a socially constitutive aspect of organizational behavior (Suddaby, ; Wadhwani & Bucheli, ). Interpreting the past can enable managers to develop a coherent organizational identity, gain legitimacy in an emergent industry, and influence how organizational actors perceive strategic change (Anteby & Molnár, ; Dalpiaz & Di Stefano, ; Foster et al, ; Hatch & Schultz, ; Kirsch, ; Suddaby et al, ; Suddaby & Foster, ; Vaara, Sonenshein, & Boje, ; Zundel, Holt, & Popp, ). Yet, despite rapid advances in empirical and theoretical research in strategic uses of the past, organizational scholars have not yet incorporated the full range of historical methods (Wadhwani et al, ).…”

Section: Space Of Experience and Understandingmentioning

confidence: 99%

“…As we demonstrate below, the structural historical approach most often deployed in strategy and entrepreneurship studies does not always explain why entrepreneurs make the choices they do. Uniting Koselleck's spatial metaphors for time with existing research in strategic uses of history, we call for increased attention to the ways in which entrepreneurs constitutively experience historical time (Kirsch, Moeen, & Wadhwani, ; Lippmann & Aldrich, ; Suddaby & Foster, ; Vaara & Lamberg, ; Wadhwani, ).…”

Section: Introductionmentioning

confidence: 99%

Different expectations: A comparative history of structure, experience, and strategic alliances in the U.S. and U.K. poultry sectors, 1920–1990

Godley

Hamilton

2019

Strategic Entrepreneurship

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Research Summary This comparative historical analysis demonstrates how memory and reflexive interpretations of the past can shape entrepreneurial willingness to collaborate with larger firms in an industry. Emphasizing the importance of spatial metaphors and periodization for developing historical knowledge, the paper focuses on how the historical space of experience explains how entrepreneurs make strategic choices regarding collaboration under conditions of complexity and uncertainty. Comparing the U.S. and U.K. emerging poultry sectors offers a methodologically novel analysis of an important but little‐studied agribusiness sector, offering a dual reading that compares two versions of historical reasoning both theoretically and empirically. Managerial Summary Historical experience matters to entrepreneurs, shaping their expectations about markets and opportunities, including possibilities for strategic alliances with larger firms. Rather than assuming that the events of the past structurally determine entrepreneurial expectations for the future, we demonstrate how experience, interpretation, and memory shape the nature of competition and collaboration in emerging industries. Our approach relies on the comparative method, suggesting a new way to consider how uses of the past might shape entrepreneurship in industries other than the U.S. and U.K. poultry industries that serve as our empirical focus.

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“…Second, there is a growing awareness that perceptions of the possibility of change are determined by institutionalized assumptions about the objectivity or rigidity of time and associated assumptions about human agency, or the capacity to bring about change (Suddaby & Foster, 2017). Typically, such institutionalized assumptions about time are localized.…”

Section: A Spatial Turn In Institutional Theory?mentioning

confidence: 99%