Collective Action Problems and Resource Allocation During Market Formation

References

• Adner R, Kapoor R (2010) Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management J. 31(3):306–333.Crossref, Google Scholar
• Agarwal R, Moeen M, Shah SK (2017) Athena’s birth: Triggers, actors, and actions preceding industry inception. Strategic Entrepreneurship J. 11(3):287–305.Crossref, Google Scholar
• Aldrich HE, Fiol CM (1994) Fools rush in? The institutional context of industry creation. Acad. Management Rev. 19(4):645–670.Crossref, Google Scholar
• Ansari S, Garud R (2009) Inter-generational transitions in socio-technical systems: The case of mobile communications. Res. Policy 38(2):382–392.Crossref, Google Scholar
• Argote L, Ingram P (2000) Knowledge transfer: A basis for competitive advantage in firms. Organ. Behav. Human Decision Processes 82(1):150–169.Crossref, Google Scholar
• Arrow K (1962) Economic welfare and the allocation of resources for invention. National Bureau Committee for Economic Research, ed. The Rate and Direction of Inventive Activity: Economic and Social Factors (Princeton University Press, Princeton, NJ), 609–626.Crossref, Google Scholar
• Baldwin CY (2015) Bottlenecks, modules, and dynamic architectural capabilities. Teece, DJ, Heaton S. eds. The Oxford Handbook of Dynamic Capabilities (Oxford University Press, Oxford, UK).Google Scholar
• Barney J (1991) Firm resources and sustained competitive advantage. J. Management 17(1):99–120.Crossref, Google Scholar
• Beckert J (1996) What is sociological about economic sociology? Uncertainty and the embeddedness of economic action. Theory Soc. 25(6):803–840.Crossref, Google Scholar
• Bingham CB, Eisenhardt K (2008) Position, leverage and opportunity: A typology of strategic logics linking resources with competitive advantage. Management Decision Econom. 29(2–3):241–256.Crossref, Google Scholar
• Bingham CB, Kahl SJ (2013) The process of schema emergence: Assimilation, deconstruction, unitization and the plurality of analogies. Acad. Management J. 56(1):14–34.Crossref, Google Scholar
• Camerer CF, Ho TH, Chong JK (2004) A cognitive hierarchy model of games. Quart. J. Econom. 119(3):861–898.Crossref, Google Scholar
• Carroll GR, Swaminathan A (2000) Why the microbrewery movement? Organizational dynamics of resource partitioning in the U.S. brewing industry. Amer. J. Sociol. 106(3):715–762.Crossref, Google Scholar
• Coleman JS (1990) Foundations of Social Theory (Harvard University Press, Cambridge, MA).Google Scholar
• David PA, Greenstein S (1990) The economics of compatibility standards: An introduction to recent research. Econom. Innovation New Tech. 1(1–2):3–41.Crossref, Google Scholar
• Davis JP, Eisenhardt K, Bingham CB (2007) Developing theory through simulation methods. Acad. Management Rev. 32(2):480–499.Crossref, Google Scholar
• Davis JP, Eisenhardt K, Bingham CB (2009) Optimal structure, market dynamism, and the strategy of simple rules. Admin. Sci. Quart. 54(3):413–452.Crossref, Google Scholar
• Durand R, Georgallis P (2018) Differential firm commitment to industries supported by social movement organizations. Organ. Sci. 29(1):154–171.Link, Google Scholar
• Etzion D, Struben J (2014) Better place: Shifting paradigms in the automotive industry. Pirson M, ed. Case Studies in Social Entrepreneurship: The Oikos Collection, vol. 4 (Greenleaf Publishing, Sheffield, UK), 180–216.Google Scholar
• Fligstein N (2001) The Architecture of Markets: An Economic Sociology of Capitalist Societies (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
• Garud R, Karnoe P (2003) Bricolage vs. breakthrough: Distributed and embedded agency in technology entrepreneurship. Res. Policy 32(2):277–300.Crossref, Google Scholar
• Garud R, Jain S, Kumaraswamy A (2002) Institutional entrepreneurship in the sponsorship of common technological standards: The case of Sun Microsystems and Java. Acad. Management J. 45(1):196–214.Crossref, Google Scholar
• Gavetti G, Levinthal D (2000) Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. 45(1):113–137.Crossref, Google Scholar
• Gavetti G, Helfat CE, Marengo L (2017) Searching, shaping, and the quest for superior performance. Strategy Sci. 2(3):194–209.Link, Google Scholar
• Georgallis P, Lee B (2020) Toward a theory of entry in moral markets: The role of social movements and organizational identity. Strategic Organ. 18(1):50–74.Crossref, Google Scholar
• Granovetter M (1978) Threshold models of collective behavior. Amer. J. Sociol. 83(6):1420–1443.Crossref, Google Scholar
• Greve HR, Pozner J, Rao H (2006) Vox populi: Resource partitioning, organizational proliferation, and the cultural impact of the insurgent micro radio movement. Amer. J. Sociol. 112(3):802–837.Crossref, Google Scholar
• Gurses K, Ozcan P (2015) Entrepreneurship in regulated markets: Framing contests and collective action to introduce pay TV in the US. Acad. Management J. 58(6):1709–1739.Crossref, Google Scholar
• Hannah DP, Eisenhardt KM (2018) How firms navigate cooperation and competition in nascent ecosystems. Strategic Management J. 39(12):3163–3192.Crossref, Google Scholar
• Hannan MT, Freeman J (1989) Organizations and social structure. Hannan MT, Freeman J, eds. Organizational Ecology (Harvard University Press, Cambridge, MA), 3–27.Crossref, Google Scholar
• Helfat CE, Lieberman MB (2002) The birth of capabilities: Market entry and the importance of pre‐history. Indust. Corporate Change 11(4):725–760.Crossref, Google Scholar
• Hiatt SR, Sine WD, Tolbert PS (2009) From Pabst to Pepsi: The deinstitutionalization of social practices and the creation of entrepreneurial opportunities. Admin. Sci. Quart. 54(4):635–667.Crossref, Google Scholar
• Ibarra H, Kilduff M, Tsai W (2005) Zooming in and out: Connecting individuals and collectivities at the frontiers of organizational network research. Organ. Sci. 16(4):359–371.Link, Google Scholar
• Jacobides MG, Cennamo C, Gawer A (2018) Toward a theory of ecosystems. Strategic Management J. 39(8):2255–2276.Crossref, Google Scholar
• Jacobides MG, Knudsen T, Augier M (2006) Benefiting from innovation: Value creation, value appropriation and the role of industry architectures. Res. Policy 35(8):1200–1221.Crossref, Google Scholar
• Katz ML, Shapiro C (1985) Network externalities, competition, and compatibility. Amer. Econom. Rev. 75(3):424–440.Google Scholar
• Katz ML, Shapiro C (1994) Systems competition and network effects. J. Econom. Perspect. 8(2):93–115.Crossref, Google Scholar
• Khaire M, Wadhwani RD (2010) Changing landscapes: The construction of meaning and value in a new market category—modern Indian art. Acad. Management J. 53(6):1281–1304.Crossref, Google Scholar
• Kim JY, Miner AS (2007) Vicarious learning from the failures and near-failures of others: Evidence from the U.S. commercial banking industry. Acad. Management J. 50(2):687–714.Crossref, Google Scholar
• Kogut B, Zander U (1996) What firms do? Coordination, identity, and learning. Organ. Sci. 7(5):502–518.Link, Google Scholar
• Lee BH, Hiatt SR, Lounsbury M (2017) Market mediators and the trade-offs of legitimacy-seeking behaviors in a nascent category. Organ. Sci. 28(3):447–470.Link, Google Scholar
• Lee BH, Struben J, Bingham CB (2018) Collective action and market formation: An integrative framework. Strategic Management J. 39(1):242–266.Crossref, Google Scholar
• Lounsbury M, Ventresca M, Hirsch P (2003) Social movements, field frames and industry emergence: A cultural-political perspective on U.S. recycling. Socio-Econom. Rev. 1(1):71–104.Crossref, Google Scholar
• Madsen PM, Desai V (2010) Failing to learn? The effects of failure and success on organizational learning in the global orbital launch vehicle industry. Acad. Management J. 53(3):451–476.Crossref, Google Scholar
• Marwell G, Oliver P (1993) The Critical Mass in Collective Action: A Micro-Social Theory (Cambridge University Press, New York).Crossref, Google Scholar
• Marwell G, Oliver P, Prahl R (1988) Social networks and collective action: A theory of the critical mass. III. Amer. J. Sociol. 94(3):502–534.Crossref, Google Scholar
• Milgrom P, Roberts J (1995) Complementarities and fit strategy, structure, and organizational change in manufacturing. J. Accounting Econom. 19(2–3):179–208.Crossref, Google Scholar
• Moeen M, Agarwal P (2017) Incubation of an industry: Heterogeneous knowledge bases and modes of value capture. Strategic Management J. 38(3):566–587.Crossref, Google Scholar
• Monge PR, Fulk J, Kalman ME, Flanagin AJ, Parnass C, Rumsey S (1998) Production of collective action in alliance-based interorganizational communication and information systems. Organ. Sci. 9(3):411–433.Link, Google Scholar
• Nalebuff BJ, Brandenburger A (1997) Co-opetition: Competitive and cooperative business strategies for the digital economy. Strategy Leadership 25(6):28–33.Crossref, Google Scholar
• National Academies of Sciences, Engineering, and Medicine (2018) Assessing the Risks of Integrating Unmanned Aircraft Systems into the National Airspace System (National Academies Press, Washington, DC).Google Scholar
• Navis C, Glynn MA (2010) How new market categories emerge: Temporal dynamics of legitimacy, identity, and entrepreneurship in satellite radio, 1990–2005. Admin. Sci. Quart. 55(3):439–471.Crossref, Google Scholar
• Oliver P, Marwell G, Teixeira R (1985) A theory of the critical mass. I. Interdependence, group heterogeneity, and the production of collective action. Amer. J. Sociol. 91(3):522–556.Crossref, Google Scholar
• Olson M (1965) The Logic of Collective Action (Harvard University Press, Cambridge, MA).Crossref, Google Scholar
• Ostrom E (1998) A behavioural approach to the rational choice theory of collective action: Presidential address, American Political Science Association, 1997. Amer. Political Sci. Rev. 92(1):1–22.Crossref, Google Scholar
• Ozcan P, Santos FM (2015) The market that never was: Turf wars and failed alliances in mobile payments. Strategic Management J. 36(10):1486–1512.Crossref, Google Scholar
• Pacheco DF, York JG, Hargrave TJ (2014) The coevolution of industries, social movements, and institutions: Wind power in the United States. Organ. Sci. 25(6):1609–1632.Link, Google Scholar
• Peteraf MA (1993) The cornerstones of competitive advantage: A resource‐based view. Strategic Management J. 14(3):179–191.Crossref, Google Scholar
• Podolny JM (2001) Networks as the pipes and prisms of the market. Amer. J. Sociol. 107(1):33–60.Crossref, Google Scholar
• Pontikes E (2018) Category strategy for firm advantage. Strategy Sci. 3(4):620–631.Link, Google Scholar
• Puranam P, Raveendran M, Knudsen T (2012) Organization design: The epistemic interdependence perspective. Acad. Management Rev. 37(3):419–440.Crossref, Google Scholar
• Rao H (1994) The social construction of reputation: Certification contests, legitimation, and the survival of organizations in the American automobile industry: 1895–1912. Strategic Management J. 15(suppl 1):29–44.Crossref, Google Scholar
• Rao H, Morrill C, Zald MN (2000) Power plays: Social movements, collective action and new organizational forms. Staw BM, Sutton RI, eds. Research in Organizational Behavior, vol. 22 (Elsevier, New York), 239–282.Crossref, Google Scholar
• Rosa JA, Porac JF, Runser-Spanjol J, Saxon MS (1999) Sociocognitive dynamics in a product market. J. Marketing 63(4 suppl 1):64–77.Google Scholar
• Rudolph JW, Repenning NP (2002) Disaster dynamics: Understanding the role of quantity in organizational collapse. Admin. Sci. Quart. 47(1):1–30.Crossref, Google Scholar
• Santos FM, Eisenhardt KM (2009) Constructing markets and shaping boundaries: Entrepreneurial power in nascent fields. Acad. Management J. 52(4):643–671.Crossref, Google Scholar
• Schilling MA (2002) Technology success and failure in winner-take-all markets: The impact of learning orientation, timing, and network externalities. Acad. Management J. 45(2):387–398.Crossref, Google Scholar
• Sine WD, Lee BH (2009) Tilting at windmills? The environmental movement and the emergence of the U.S. wind energy sector. Admin. Sci. Quart. 54(1):123–155.Crossref, Google Scholar
• Soublière JF, Gehman J (2019) The legitimacy threshold revisited: How prior successes and failures spill over to other endeavors on Kickstarter. Acad. Management J., ePub ahead of print March 25, https://doi.org/10.5465/amj.2017.1103.Crossref, Google Scholar
• Sytch M, Tatarynowicz A (2014) Exploring the locus of invention: The dynamics of network communities and firms’ invention productivity. Acad. Management J. 57(1):249–279.Crossref, Google Scholar
• Teece DJ (1986) Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Res. Policy 15(6):285–305.Crossref, Google Scholar
• Van De Ven AH (1993) The emergence of an industrial infrastructure for technological innovation. J. Comparative Econom. 17(2):338–365.Crossref, Google Scholar
• Weber K, Heinze KL, DeSoucey M (2008) Forage for thought: Mobilizing codes in the movement for grass-fed meat and dairy products. Admin. Sci. Quart. 53(3):529–567.Crossref, Google Scholar
• Wernerfelt B (1984) A resource‐based view of the firm. Strategic Management J. 5(2):171–180.Crossref, Google Scholar
• White HC (1981) Where do markets come from? Amer. J. Sociol. 87(3):517–547.Crossref, Google Scholar
• Wry T, Lounsbury M, Glynn MA (2011) Legitimating nascent collective identities: Coordinating cultural entrepreneurship. Organ. Sci. 22(2):449–463.Link, Google Scholar
• Zimmerman MA, Zeitz GJ (2002) Beyond survival: Achieving new venture growth by building legitimacy. Acad. Management Rev. 27(3):414–431.Crossref, Google Scholar
• Zott C (2003) Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation study. Strategic Management J. 24(2):97–125.Crossref, Google Scholar