Organizational Emergence: The Origin and Transformation of Branson, Missouri's Musical Theaters

References

• Abrahamson E., Rosenkopf L. Institutional and competitive bandwagons: Using mathematical modeling as a tool to explore innovation diffusion. Acad. Management Rev. (1993) 18:487–517Crossref, Google Scholar
• Aldrich H. E.Organizations Evolving (1999) (Sage Publications, Thousand Oaks, CA) Google Scholar
• Anderson P. Complexity theory and organization science. Organ. Sci. (1999) 10:216–232Link, Google Scholar
• Arthur W. B.Increasing Returns and Path Dependence in the Economy (1994) (University of Michigan Press, Ann Arbor, MI) Crossref, Google Scholar
• Astley W. G. The two ecologies: Population and community perspectives on organizational evolution. Admin. Sci. Quart. (1985) 30:224–241Crossref, Google Scholar
• Baum J. A. C., Clegg S. R., Hardy C., Nord W. R. Organizational ecology. Handbook of Organization Studies (1996) (Sage Publications, London, U.K) 77–114Google Scholar
• Brittain J. W., Freeman J. H., Kimberley J. R., Miles R. H. Organizational proliferation and density dependent selection. The Organizational Life Cycle (1980) (Jossey-Bass, San Francisco, CA) 291–478Google Scholar
• Chandler A.The Visible Hand (1977) (Harvard University Press, Cambridge, MA) Google Scholar
• Chiles T. H., Meyer A. D. Managing the emergence of clusters: An increasing returns approach to strategic change. Emergence (2001) 3(3):58–89Crossref, Google Scholar
• Cohen M. Commentary on the Organization Science special issue on complexity. Organ. Sci. (1999) 10:373–376Link, Google Scholar
• Das K. Collective dynamism and firm strategy: Study of an Indian industrial cluster. Entrepreneurship Regional Development (1998) 10:33–49Crossref, Google Scholar
• DiMaggio P. J., Powell W. W., DiMaggio P. J. Constructing an organizational field as a professional project: U.S. art museums, 1920–1940. The New Institutionalism in Organizational Analysis (1991) (University of Chicago Press, Chicago, IL) 267–292Google Scholar
• DiMaggio P. J., Powell W. W., Powell W. W., DiMaggio P. J. The iron cage revisited: Institutional isomorphism and collective rationality in organization fields. The New Institutionalism in Organizational Analysis (1991) (University of Chicago Press, Chicago, IL) 63–82Google Scholar
• Drazin R., Sandelands L. Autogenesis: A perspective on the process of organizing. Organ. Sci. (1992) 3:230–249Link, Google Scholar
• Eisenhardt K. M. OMT Distinguished Scholar Address. 62nd Annual Meeting Acad. Management (2002) (Denver, CO)Google Scholar
• Feldman M. The entrepreneurial event revisited: Firm formation in a regional context. Indust. Corporate Change (2001) 10:861–891Crossref, Google Scholar
• Gartner W. B. “Who is an entrepreneur?” is the wrong question. Amer. J. Small Bus. (1988) 12(4):11–32Crossref, Google Scholar
• Gemmill G., Smith C. A dissipative structure model of organization transformation. Human Relations (1985) 38:751–766Crossref, Google Scholar
• Gersick C. J. G. Time and transition in work teams: Toward a new model of group development. Acad. Management J. (1988) 31:9–41Crossref, Google Scholar
• Glaser B. G., Strauss A. L.The Discovery of Grounded Theory (1967) (Aldine, Chicago, IL) Google Scholar
• Gleick J.Chaos (1987) (Penguin, New York) Google Scholar
• Goodwin B.How the Leopard Changed Its Spots (1994) (Charles Scribner's Sons, New York) Google Scholar
• Hannan M. T., Carroll G. R.Dynamics of Organizational Populations (1992) (Oxford University Press, New York) Google Scholar
• Hannan M. T., Freeman J. The population ecology of organizations. Amer. J. Soc. (1977) 82:926–964Crossref, Google Scholar
• Hannan M. T., Freeman J.Organizational Ecology (1989) (Harvard University Press, Cambridge, MA) Crossref, Google Scholar
• Haveman H. A., Rao H. Structuring a theory of moral sentiments: Institutional and organizational coevolution in the early thrift industry. Amer. J. Soc. (1997) 102:1606–1651Crossref, Google Scholar
• Haveman H. A., Russo M. V., Meyer A. D. Organizational environments in flux: The impact of punctuational regulatory change on organizational domains, CEO succession, and performance. Organ. Sci. (2001) 12:253–273Link, Google Scholar
• Hayek F. A., Hayek F. A. The theory of complex phenomena. Studies in Philosophy, Politics and Economics (1967) (University of Chicago Press, Chicago, IL) 22–42Crossref, Google Scholar
• Hayek F. A.The Fatal Conceit (1988) (Routledge, London, U.K) Crossref, Google Scholar
• Hodgson G. M. Economics and the return to Mecca: The recognition of novelty and emergence. Structural Change Econom. Dynam. (1997) 8:399–412Crossref, Google Scholar
• Jones C. Co-evolution of entrepreneurial careers, institutional rules and competitive dynamics in American film, 1895–1920. Org. Stud. (2001) 22:911–944Crossref, Google Scholar
• Juarrero A.Dynamics in Action (1999) (MIT Press, Cambridge, MA) Crossref, Google Scholar
• Katz J. A. The dynamics of organizational emergence: A contemporary group formation perspective. Entrepreneurship Theory Practice (1993) 17(2):97–101Crossref, Google Scholar
• Kauffman S.The Origins of Order (1993) (Oxford University Press, New York) Crossref, Google Scholar
• Kirzner I. M.Competition and Entrepreneurship (1973) (University of Chicago Press, Chicago, IL) Google Scholar
• Krugman P.Development, Geography, and Economic Theory (1995) (MIT Press, Cambridge, MA) Crossref, Google Scholar
• Krugman P.The Self-Organizing Economy (1996) (Blackwell, Cambridge, MA) Google Scholar
• Lachmann L. M.The Legacy of Max Weber (1971) (The Glendessary Press, Berkeley, CA) Google Scholar
• Lachmann L. M.The Market as an Economic Process (1986) (Basil Blackwell, Oxford, U.K) Google Scholar
• Langley A. Strategies for theorizing from process data. Acad. Management Rev. (1999) 24:691–710Crossref, Google Scholar
• Leifer R. Understanding organizational transformation using a dissipative structure model. Human Relations (1989) 42:899–916Crossref, Google Scholar
• Lichtenstein B. M., Moore Dorothy P. Evolution or transformation: A critique and alternative to punctuated equilibrium. Acad. Management Best Papers Proc. (1995) (Omnipress, Madison, WI) 291–295Crossref, Google Scholar
• Lichtenstein B. M. Self-organized transitions: A pattern amid the chaos of transformative change. Acad. Management Executive (2000) 14:128–141Google Scholar
• MacIntosh R., MacLean D. Conditioned emergence: A dissipative structures approach to transformation. Strategic Management J. (1999) 20:297–316Crossref, Google Scholar
• Malerba F., Nelson R., Orsenigo L., Winter S. “History-friendly” models of industry evolution: The computer industry. Indust. Corporate Change (1999) 8:3–40Crossref, Google Scholar
• McGrath R. G. Falling forward: Real options reasoning and entrepreneurial failure. Acad. Management Rev. (1999) 24:13–30Crossref, Google Scholar
• McKelvey B. Complexity theory in organization science: Seizing the promise or becoming a fad? Emergence (1999) 1(1):5–32Crossref, Google Scholar
• McKelvey B. What is complexity science? It is really order-creation science. Emergence (2001) 3(1):137–157Crossref, Google Scholar
• McKendrick D. G., Jaffee J., Carroll G. R., Khessina O. M. In the bud? Disk array producers as a (possibly) emergent organizational form. Admin. Sci. Quart. (2003) 48:60–93Crossref, Google Scholar
• Menger C., Ebeling R. M. The theoretical understanding of those social phenomena which are not a product of agreement or of positive legislation, but are unintended results of historical development. Austrian Economics (1991) (Hillsdale College Press, Hillsdale, MI) 183–211Google Scholar
• Meyer A. D., Brooks G. R., Goes J. B. Environmental jolts and industry revolutions: Organizational responses to discontinuous change. Strategic Management J. (1990) 11:93–110Google Scholar
• Miles M. B., Huberman A. M.Qualitative Data Analysis (1994) 2nd ed.(Sage Publications, Thousand Oaks, CA) Google Scholar
• Porter M. E.The Competitive Advantage of Nations (1990) (Free Press, New York) Crossref, Google Scholar
• Prigogine I., Stengers I.Order Out of Chaos (1984) (Bantam Books, New York) Google Scholar
• Ridley M.The Problems of Evolution (1985) (Oxford University Press, Oxford, U.K) Google Scholar
• Robinson H.A Geography of Tourism (1976) (MacDonald and Evans, London, U.K) Google Scholar
• Romanelli E. The evolution of new organizational forms. Annual Rev. Soc. (1991) 17:79–103Crossref, Google Scholar
• Romanelli E., Tushman M. L. Organizational transformation as punctuated equilibrium: An empirical test. Acad. Management J. (1994) 37:1141–1166Crossref, Google Scholar
• Russo M. V. Institutions, exchange relations, and the emergence of new fields: Regulatory policies and independent power production in America, 1978–1992. Admin. Sci. Quart. (2001) 46:57–86Crossref, Google Scholar
• Sammut-Bonnici T., Wensley R. Darwinism, probability and complexity: Market-based organizational transformation and change explained through the theories of evolution. Internat. J. Management Reviews (2002) 4:291–315Crossref, Google Scholar
• Sarasvathy S. D. Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Acad. Management Rev. (2001) 26:243–263Crossref, Google Scholar
• Schoonhoven C. B., Romanelli E.The Entrepreneurship Dynamic (2001) (Stanford University Press, Stanford, CA) Google Scholar
• Scott W. R.Institutions and Organizations (2001) 2nd ed.(Sage Publications, Newbury Park, CA) Google Scholar
• Siggelkow N. Evolution toward fit. Admin. Sci. Quart. (2002) 47:125–159Crossref, Google Scholar
• Smith C. Transformation and regeneration in social systems: A dissipative structure perspective. Systems Res. (1986) 3:203–213Crossref, Google Scholar
• Smith C., Gemmill G. Self-organization in small groups: A study of group effectiveness within non-equilibrium conditions. Human Relations (1991) 44:697–716Crossref, Google Scholar
• Sorenson O., Baum J. A. C. Interorganizational complexity and computation. The Blackwell Companion to Organizations (2002) 664–685Google Scholar
• Stacey R. D.Complexity and Creativity in Organizations (1996) (Berrett-Koehler, San Francisco, CA) Google Scholar
• Stern R. N., Barley S. R. Organizations and social systems: Organization theory's neglected mandate. Admin. Sci. Quart. (1996) 41:146–162Crossref, Google Scholar
• Stevenson H., Harmeling S. Entrepreneurial management's need for a more “chaotic” theory. J. Bus. Venturing (1990) 5:1–14Crossref, Google Scholar
• Thornton P. H., Ocasio W. Institutional logics and the historical contingency of power in organizations: Executive succession in the higher education publishing industry, 1958–1990. Amer. J. Soc. (1999) 105:801–843Crossref, Google Scholar
• Tsoukas H., Chia R. On organizational becoming: Rethinking organizational change. Organ. Sci. (2002) 13:567–582Link, Google Scholar
• Vaughn K. I.Austrian Economics in America (1994) (Cambridge University Press, Cambridge, U.K) Crossref, Google Scholar
• Vaughn K. I. Hayek's theory of the market order as an instance of the theory of complex, adaptive systems. J. Economistes Etudes Humaines (1999) 9:241–256Google Scholar
• Weisberg H. F.Central Tendency and Variability (1992) (Sage Publications, Newbury Park, CA) Crossref, Google Scholar
• West R. W., Ogden R. T. Continuous-time estimation of a change-point in a Poisson process. J. Statist. Comput. Simulation (1997) 56:293–302Crossref, Google Scholar
• Yin R. K.Case Study Research (1994) 2nd ed.(Sage Publications, Thousand Oaks, CA) Google Scholar