Interstitial Spaces: Microinteraction Settings and the Genesis of New Practices Between Institutional Fields

Furnari, Santi

doi:10.5465/amr.2012.0045

Cited by 222 publications

(266 citation statements)

References 84 publications

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“…Building on work such as Hargadon and Douglas (2001), Pinch and Bijker (1987) and Furnari (2014), we have shown how multivocality is both social and material (Mody & Nelson, 2013;Orlikowski & Scott, 2008;Pickering, 1995).…”

Section: Contribution To the Literature On Robust Actionmentioning

confidence: 92%

Tackling Grand Challenges Pragmatically: Robust Action Revisited

Ferraro

Etzion

Gehman

2015

Organization Studies

860

1,029

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In this article, we theorize a novel approach to addressing the world’s grand challenges based on the philosophical tradition of American pragmatism and the sociological concept of robust action. Grounded in prior empirical organizational research, we identify three robust strategies that organizations can employ in tackling issues such as climate change and poverty alleviation: participatory architecture, multivocal inscriptions and distributed experimentation. We demonstrate how these strategies operate, the manner in which they are linked, the outcomes they generate, and why they are applicable for resolving grand challenges. We conclude by discussing our contributions to research on robust action and grand challenges, as well as some implications for research on stakeholder theory, institutional theory and theories of valuation

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Section: Contribution To the Literature On Robust Actionmentioning

confidence: 92%

Tackling Grand Challenges Pragmatically: Robust Action Revisited

Ferraro

Etzion

Gehman

2015

Organization Studies

860

1,029

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show abstract

“…This builds upon and expands recent work that associates innovation and radical change with specific, complex field-positions that have been variably characterized as interstitial positions (Furnari, 2014); positional opportunities (Johnson & Powell, 2015;Sgourev, 2013); open elites, amphibious entrepreneurs, and anchor tenants (Padgett & Powell, 2012); and cultural elites and avant-garde positions (Lena & Peterson, 2008). In his work on the creative and art worlds, Becker (1982) highlighted four distinct positions: integrated professionals, who are full field-members; mavericks, who leave a field to explore new territory beyond its traditional frontiers; folk artists, who live almost entirely outside the field; and naïve artists, who start outside a field and move in as they gain recognition by field-members.…”

Section: Toward Understanding Complex Field-positions and Non-imitationmentioning

confidence: 62%

Complex field-positions and non-imitation: Pioneers, strangers, and insulars in australian fine-wine

Croidieu¹,

Rüling²

2017

M@n@gement

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Abstract. This paper studies how complex field-positions, characterized by combinations of structural and cultural mechanisms, are associated with the non-imitation of dominant field-level practices. Theoretically, the notion of complex field-position complements prior institutional research on fieldpositions and non-imitation, which focuses primarily on structural mechanisms. Our empirical study looks at 62 Australian fine-wines, using qualitative comparative analysis (QCA) to identify combinations of structural and cultural mechanisms associated with the non-imitation of Penfolds Grange, a role model in the Australian fine-wine field. We find three distinct complex field-positions-pioneers, strangers, and insularswhich occurred at different moments in the history of this field. We build on these findings to discuss the importance of complex field-positions as sources of positional opportunities, and their role in the development and persistence of diversity in organizational fields.

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“…Sharing an affinity with boundary organizations (Guston, 2001;O'Mahony and Bechky, 2008), these forums allow for different evaluative criteria, distributed authority, and lateral accountability (Stark, 2009). Moreover, these architectures enable actors to meaningfully engage with counterparts, even when relations between them are publicly adversarial (Bartley, 2007;Furnari, 2014;Mair and Hehenberger, 2014).…”

Section: Conventional Management and Its Limitationsmentioning

confidence: 99%

Unleashing sustainability transformations through robust action

Etzion

Gehman

Ferraro³

et al. 2017

Journal of Cleaner Production

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a b s t r a c tShifting to dramatically more sustainable systems is an unconventional or wicked problem, encompassing multiple actors, disciplines, and values. Yet to date, sustainability initiatives have been tackled primarily by means of conventional managerial approaches. We contend that these approaches are illsuited for achieving sustainability transformations. We propose an alternative approach founded upon the sociological concept of robust action. In robust action, leaders embrace ambiguity (rather than striving for clarity), focus on short-term accomplishments (rather than long-term goals), and are satisfied with oblique movement (rather than linear progress). We elaborate on three robust strategiesdparticipatory architecture, multivocal inscription and distributed experimentationdand investigate their effectiveness in three sustainability related contexts: wind power, sustainability reporting and microcredit. We conclude by discussing the applicability of robust action to other contexts, and the complementarities between robust action and other forms of leadership towards sustainability.

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Interstitial Spaces: Microinteraction Settings and the Genesis of New Practices Between Institutional Fields

Cited by 222 publications

References 84 publications

Tackling Grand Challenges Pragmatically: Robust Action Revisited

Tackling Grand Challenges Pragmatically: Robust Action Revisited

Complex field-positions and non-imitation: Pioneers, strangers, and insulars in australian fine-wine

Unleashing sustainability transformations through robust action

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