Reversal of Strategic Change

Mantere, Saku; Schildt, Henri; Sillince, John A. A.

doi:10.5465/amj.2008.0045

Cited by 194 publications

(207 citation statements)

References 81 publications

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“…In order to enhance validity, we then triangulated across data and analysts in the second phase. Specifically, the three coders for the second round of interview data included one of the authors who had not participated in the coding for phase one and could question, interrogate, and challenge the initial coding framework (Mantere et al, 2012;. For the 30 interviews in phase two, the transcripts were read thoroughly by the coders (Strauss & Corbin, 1990).…”

Section: Resultsmentioning

confidence: 99%

A reconceptualization of fear of failure in entrepreneurship

Cacciotti¹,

Hayton²,

Mitchell

et al. 2015

AMPROC

163

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Fear of failure both inhibits and motivates entrepreneurial behavior and therefore represents a rich opportunity for better understanding entrepreneurial motivation. Although considerable attention has been given to the study of fear of failure in entrepreneurship, scholars in this field have investigated this construct from distinct disciplinary perspectives. These perspectives use definitions and measures of fear of failure that are potentially in conflict and are characterized by a static approach, thereby limiting the validity of existing findings about the relationship between fear of failure and entrepreneurship. The purpose of this paper is to delineate more precisely the nature of fear of failure within the entrepreneurial setting. Using an exploratory and inductive qualitative research design, we frame this construct in terms of socially situated cognition by adopting an approach that captures a combination of cognition, affect and action as it relates to the challenging, uncertain, and risk-laden experience of entrepreneurship. In so doing, we provide a unified perspective of fear of failure in entrepreneurship in order to facilitate progress in understanding its impact on entrepreneurial action and outcomes.

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Section: Resultsmentioning

confidence: 99%

A reconceptualization of fear of failure in entrepreneurship

Cacciotti¹,

Hayton²,

Mitchell

et al. 2015

AMPROC

163

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“…In a study of the New York Port Authority, for example, actors took over seven years to recognize that systemic homelessness in their local environment had important implications for the organization's identity, thereby eliciting a response (Dutton & Dukerich, 1991). Other studies suggest that recognizing the relationship between poles may be delayed as actors initially perceive alternate poles as complementary or even unrelated (Mantere et al, 2012). At issue here is a more nuanced understanding of how and when actors recognize paradoxical tensions through their cognition (Miron-Spektor et al, 2011;Smith & Tushman, 2005); and, therefore, how paradoxes become salient.…”

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confidence: 99%

Becoming Salient: The TMT Leader’s Role in Shaping the Interpretive Context of Paradoxical Tensions

Knight

Paroutis

2016

Organization Studies

126

157

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How do paradoxical tensions become salient in organizations over time? Ambidexterity and paradox studies have, thus far, primarily focused on how tensions inside organizations are managed after they have been rendered salient for actors. Using a longitudinal, embedded case study of four strategic business units (SBUs) within a media organization, we theorize the role of the top management team (TMT) leader's practices in enabling tensions to become salient for their respective lower level managers when there are initial differences in how tensions are interpreted across levels. Our findings extend a dynamic equilibrium model of organizing by adding interpretive context as an enabling condition that shapes the emergence of salience through the provision of a constellation of cues that guide sensemaking. Informed by a practicebased perspective on paradox, we also contribute a conceptual model of leadership as practice, and outline the implications for ambidexterity studies. Keywords:Ambidexterity, interpretive context, innovation, leadership, paradox, practice, salience 2 Becoming Salient: The TMT Leader's Role in Shaping the Interpretive Context of Paradoxical TensionsOrganizations are rife with tensions, but some tensions are strategically more important than others (Cameron & Quinn, 1988;Poole & Van de Ven, 1989). In particular, paradoxical tensions represent demands that are contradictory but must be pursued interdependently to sustain longterm organizational performance (Lewis, 2000;Smith & Lewis, 2011). Although a growing number of studies have begun to unpack how actors respond to paradoxical tensions once they become aware of them (Andriopoulos & Lewis, 2009;Jarzabkowski et al., 2013), we still know relatively little about the early stages of how paradoxical tensions become salient in the first place.Such an examination is important for theoretical and practical reasons. Theoretically, identifying changes between the early and later stages in dealing with paradox can provide important clues about the nature and construction of paradox in organizations (Smith & Lewis, 2011). Practically, the timely and effective recognition of paradoxical tensions is important for managers who seek to drive improvements in organizational performance Smith, 2014). We know from prior work that actors are better placed to have an engaged response to paradox once they are made aware of the tension (Luscher & Lewis, 2008; Miron-Spektor et al., 2011). Yet, the existence of tension in the environment is not enough to automatically trigger action: tensions can remain latent and go unperceived or unnoticed by organizational actors for years (Dutton & Dukerich, 1991;Gilbert, 2005). Our paper focuses on this issue, and specifically the role of the TMT leader in making paradoxical tensions salient to others.Paradox theory adopts two underlying assumptions about the nature of paradox that are relevant in this regard . First, paradoxical tensions are inherent in organizational life and exist 'beyond the will or power of managem...

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“…While we allow the possibility of other potential interpretations (Van Maanen, 1988), we also consciously strove not to retro-fit the data to service our theorising (Wodak, 2004). In particular, only one of the three authors had been involved in fieldwork, hence the remaining two authors were able to challenge and interrogate the fieldworker (Mantere et al, 2012). Employing this approach enabled us to develop inter-researcher agreement regarding our contextualised explanation of emergent themes from the transcripts, as well as agreement as to deeper theoretical interpretation of our case.…”

Section: --Please Insert Table One About Here --mentioning

confidence: 99%

How hybrid managers act as “canny customers” to accelerate policy reform

Currie

Tuck

Morrell

2015

Acc Auditing Accountability J

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(2015) 'How hybrid managers act as canny customers to accelerate policy reform : a case study of regulator-regulatee relationships in the UK's tax agency.', Accounting, auditing and accountability journal., 28 (8). pp. 1291-1309. Further information on publisher's website:https://doi.org/10.1108/ AAAJ-12-2014AAAJ-12- -1889 Publisher's copyright statement:This article is c Emerald Group Publishing and permission has been granted for this version to appear here http://dro.dur.ac.uk/21891. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Findings: Our findings support established accounts of the effect of NPM reform to public professions, as these professionals are co-opted into hybrid management roles. Some hybrid managers resist, others embrace the demands of the new role. Linked to a hitherto neglected aspect of analysis (the extent to which hybrid managers embrace a greater customer orientation) our findings also show a more novel third response: some hybrid managers leave the national tax agency for opportunities in the private sector. These public-to-private professionals we call 'canny customers.' Canny customers are ideally placed to exploit aspects of NPM reform, and thereby accelerate changes in the governance of public agencies, but in a way that might undermine the function of the tax agency and tax professions. Practical implications:In regulatory settings, policy reform to co-opt professionals into hybrid managerial roles may have mixed effects. In settings where a focal dynamic is the regulator-regulatee relationship, effective governance will require understanding of the labour market to temper excess influence by those hybrid managers who become canny customers, Otherwise, in settings where it is easy for individuals to move from regulator to regulatee, the pace and consequences of reform will be harder to govern. This runs the danger of eroding professional values. Our specific case of tax professionals reflects themes in the literature examining hybridisation for accountants, and provides novel insight into the dynamics of professionalism that extend to the case of accountants.Originality/value: Our contribution is to extend the literature on role transition of professionals. We focus on hybrid managers in the context of a regulatory agency: the UK national tax agency. Policy reforms associated with hybridisati...

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Reversal of Strategic Change

Cited by 194 publications

References 81 publications

A reconceptualization of fear of failure in entrepreneurship

A reconceptualization of fear of failure in entrepreneurship

Becoming Salient: The TMT Leader’s Role in Shaping the Interpretive Context of Paradoxical Tensions

How hybrid managers act as “canny customers” to accelerate policy reform

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