Shaping Markets Through Temporal, Constructive, and Interactive Agency

References

• Abbott A (1995) Things of boundaries. Soc. Res. 62(4):857–882.Google Scholar
• Abbott A (2005) Linked ecologies: States and universities as environments for professions. Sociol. Theory 23(3):245–274.Crossref, Google Scholar
• Adner R (2017) Ecosystem as structure: An actionable construct for strategy. J. Management 43(1):39–58.Crossref, Google Scholar
• Alvarez SA, Barney JB (2007) Discovery and creation: Alternative theories of entrepreneurial action. Strategic Entrepreneurship J. 1(1–2):11–26.Crossref, Google Scholar
• Anthony C, Nelson AJ, Tripsas M (2016) “Who are you?… I really wanna know”: Product meaning and competitive positioning in the nascent synthesizer industry. Strategy Sci. 1(3):163–183.Link, Google Scholar
• Augustine G, Soderstrom S, Milner D, Weber K (2019) Constructing a distant future: Imaginaries in geoengineering. Acad. Management J. 62(6):1930–1960.Crossref, Google Scholar
• Barley SR, Tolbert PS (1997) Institutionalization and structuration: Studying the links between action and institution. Organ. Stud. 18(1):93–117.Crossref, Google Scholar
• Barnett WP (2008) The Red Queen Among Organizations: How Competitiveness Evolves (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
• Barnett WP (2017) Metacompetition: Competing over the game to be played. Strategy Sci. 2(4):212–219.Link, Google Scholar
• Benner MJ, Tripsas M (2012) The influence of prior industry affiliation on framing in nascent industries: the evolution of digital cameras. Strategic Management J. 33(3):277–302.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
• Buckner RL, Carroll LC (2007) Self-projection and the brain. Trends Cognitive Sci. 11(2):49–57.Crossref, Google Scholar
• Cardinale I (2018) Beyond constraining and enabling: Toward new microfoundations for institutional theory. Acad. Management Rev. 43(1):132–155.Crossref, Google Scholar
• Carroll G, 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
• Cattani G, Sands D, Porac JF, Greenberg J (2018) Competitive sensemaking in value creation and capture. Strategy Sci. 3(4):632–657.Link, Google Scholar
• Dalpiaz E, Rindova V, Ravasi D (2016) Combining logics to transform organizational agency: Blending industry and art at Alessi. Admin. Sci. Quart. 61(3):347–392.Crossref, Google Scholar
• DiMaggio PJ (1997) Culture and cognition. Annual Rev. Sociol. 23:263–287.Crossref, Google Scholar
• DiMaggio PJ, Powell WW (1983) The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. Amer. Sociol. Rev. 48(2):147–160.Crossref, Google Scholar
• Emirbayer M (1997) Manifesto for a relational sociology. Amer. J. Sociol. 103(2):281–317.Crossref, Google Scholar
• Emirbayer M, Goodwin J (1994) Network analysis, culture, and the problem of agency. Amer. J. Sociol. 99(6):1411–1454.Crossref, Google Scholar
• Emirbayer M, Mische A (1998) What is agency. Amer. J. Sociol. 103(4):962–1023.Crossref, Google Scholar
• Engler DE, Cattani G, Porac J (2020) Studying the incubation of a new product market through realized and alternative histories. Strategy Sci. 5(3):160–192.Link, Google Scholar
• Fiske ST, Taylor SE (1991) Social Cognition (McGraw-Hill, New York).Crossref, Google Scholar
• Garud R, Gehman J, Giuliani AP (2014) Contextualizing entrepreneurial innovation: A narrative perspective. Res. Policy 43(7):1177–1188.Crossref, Google Scholar
• Garud R, Hardy C, Maguire S (2007) Institutional entrepreneurship as embedded agency: An introduction to the special issue. Organ. Stud. 28(7):957–969.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
• 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, Menon A (2016) Evolution cum agency: Toward a model of strategic foresight. Strategy Sci. 1(3):207–233.Link, Google Scholar
• Gavetti G, Porac J (2018) On the origin of great strategies. Strategy Sci. 3(1):352–365.Link, Google Scholar
• Gavetti G, Rivkin JW (2005) How strategists really think: Tapping the power of analogy. Harvard Bus. Rev. 83(4):54–63.Google Scholar
• Gawer A (2014) Bridging differing perspectives on technological platforms: Toward an integrative framework. Res. Policy 43(7):1239–1249.Crossref, Google Scholar
• Giddens A (1976) New Rules of Sociological Method: A Positive Critique of Interpretive Sociologies (Hutchinson, London).Google Scholar
• Giddens A (1984) The Constitution of Society: Outline of the Theory of Structuration (University of California Press, Berkeley).Google Scholar
• Grodal S, Gotsopoulos A, Suarez FF (2015) The coevolution of technologies and categories during industry emergence. Acad. Management Rev. 40(3):423–445.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 M, Le Mens G, Hsu G, Kovacs B, Negro G, Polos L, Pontikes EG, Sharkey A (2019) Concepts and Categories: Foundations for Cultural and Sociological Analysis (Columbia University Press, New York).Crossref, Google Scholar
• Jacobides MG, Cennamo C, Gawer A (2018) Towards a theory of ecosystems. Strategic Management J. 39(8):2255–2276.Crossref, Google Scholar
• Jacobides MG, MacDuffie JP, Tae CJ (2016) Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector. Strategic Management J. 37(9):1942–1967.Crossref, Google Scholar
• Kaplan S, Orlikowski WJ (2013) Temporal work in strategy making. Organ. Sci. 29(4):965–995.Link, Google Scholar
• Kor YY, Mahoney JT, Michael SC (2007) Resources, capabilities and entrepreneurial perceptions. J. Management Stud. 44(7):1197–1212.Crossref, Google Scholar
• Kovács B, Hannan M (2015) Conceptual spaces and the consequences of category spanning. Sociol. Sci. 2:252–286.Crossref, 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
• Levinthal DA (2017) Mendel in the C-Suite: Design and the evolution of strategies. Strategy Sci. 2(4):282–287.Link, Google Scholar
• Liu S, Emirbayer M (2016) Field and ecology. Sociol. Theory 34(1):62–79.Crossref, Google Scholar
• Martins LL, Rindova VP, Greenbaum BE (2015) Unlocking the hidden value of concepts: A cognitive approach to business model innovation. Strategic Entrepreneurship J. 9(1):99–117.Crossref, Google Scholar
• Micelotta E, Lounsbury M, Greenwood R (2017) Pathways of institutional change: An integrative review and research agenda. J. Management 43(6):1885–1910.Crossref, Google Scholar
• Moeen M, Agarwal R, Shah SK (2020) Building industries by building knowledge: Uncertainty reduction over industry milestones. Strategy Sci. 5(3):218–244.Link, Google Scholar
• Nadkarni S, Chen J (2014) Bridging yesterday, today, and tomorrow: CEO temporal focus, environmental dynamism, and rate of new product introduction. Acad. Management J. 57(6):1810–1833.Crossref, Google Scholar
• Ozcan P, Hannah DP (2020) Forced ecosystems and digital stepchildren: Reconfiguring advertising suppliers to realize disruptive social media technology. Strategy Sci. 5(3):193–217.Link, Google Scholar
• Pontikes EG (2012) Two sides of the same coin: How ambiguous classification affects multiple audiences’ evaluations. Admin. Sci. Quart. 57(1):81–118.Crossref, Google Scholar
• Pontikes EG (2018) Category strategy for firm advantage. Strategy Sci. 3(4):620–631.Link, Google Scholar
• Pontikes EG, Hannan MT (2014) An ecology of social categories. Sociol. Sci. 1:311–343.Crossref, Google Scholar
• Pontikes EG, Rindova VP (2019) Special issue of Strategy Science: Shaping the future—Strategies for market creation and transformation. Call for papers. Strategy Sci. 4(1):60.Link, Google Scholar
• Rao H, Dutta S (2018) Why great strategies spring from identity movements. Strategy Sci. 3(1):313–322.Link, Google Scholar
• Ravasi D, Rindova V, Stigliani I (2019) The stuff of legend: History, memory, and the temporality of organizational identity construction. Acad. Management J. 62(5):1523–1555.Crossref, Google Scholar
• Reinecke J, Ansari S (2015) When times collide: Temporal brokerage at the intersection of markets and developments. Acad. Management J. 58(2):618–648.Crossref, Google Scholar
• Ricart JE, Snihur Y, Carrasco-Farré C, Berrone P (2020) Grassroots resistance to digital platforms and relational business model design to overcome it: A conceptual framework. Strategy Sci. 5(3):271–291.Link, Google Scholar
• Rindova VP, Courtney H (2020) To shape or adapt: Knowledge problems, epistemologies and strategic postures under Knightian uncertainty. Acad. Management Rev., ePub ahead of print July 23, https://doi.org/10.5465/amr.2018.0291.Crossref, Google Scholar
• Rindova VP, Fombrun CJ (1999) Constructing competitive advantage: The role of firm–constituent interactions. Strategic Management J. 20(8):691–710.Crossref, Google Scholar
• Rindova VP, Fombrun CJ (2001) Entrepreneurial action in the creation of the specialty coffee niche. Schoonhoven CB, Romanelli E, eds. The Entrepreneurship Dynamic: Origins of Entrepreneurship and the Evolution of Industries (Stanford University Press, Stanford, CA), 236–261.Google Scholar
• Rindova VP, Martins LL (2018a) From values to value: Value rationality and the creation of great strategies. Strategy Sci. 3(1):323–334.Link, Google Scholar
• Rindova VP, Martins LL (2018b) The three minds of the strategist: toward an agentic perspective in behavioral strategy. Augier M, Fang C, Rindova VP, eds. Behavioral Strategy in Perspective, Advances in Strategic Management, Vol. 39 (Emerald Publishing Limited, Bingley, UK), 167–179.Crossref, Google Scholar
• Rindova V, Dalpiaz E, Ravasi D (2011) A cultural quest: A study of organizational use of new cultural resources in strategy formation. Organ. Sci. 22(2):413–431.Link, Google Scholar
• Rindova VP, Petkova A, Kotha S (2007) Standing out: How new firms in emerging markets build reputation. Strategic Organ. 5(1):31–70.Crossref, Google Scholar
• Rosa JA, Porac JF, Runser-Spanjol J, Saxon MS (1999) Sociocognitive dynamics in a product market. J. Marketing 63(Special issue):64–77.Crossref, Google Scholar
• Seo MG, Creed WED (2002) Institutional contradictions, praxis, and institutional change: A dialectical perspective. Acad. Management Rev. 27(2):222–247.Crossref, Google Scholar
• Sewell WH Jr (1992) A theory of structure: Duality, agency, and transformation. Amer. J. Sociol. 98(1):1–29.Crossref, Google Scholar
• Shackle GLS (2009 [1972]) Epistemics and Economics: A Critique of Economic Doctrines, 3rd ed. (Transaction Publishers, New Brunswick, NJ).Google Scholar
• Shipp AJ, Edwards JR, Lambert LS (2009) Conceptualization and measurement of temporal focus: The subjective experience of the past, present, and future. Organ. Behav. Human Decision Processes 110(1):1–22.Crossref, Google Scholar
• Struben J, Lee BH, Bingham CB (2020) Collective action problems during market formation: The role of resource allocation. Strategy Sci. 5(3):245–270.Link, Google Scholar
• Suarez FF, Grodal S, Gotsopoulos A (2015) Perfect timing? Dominant category, dominant design, and the window of opportunity for firm entry. Strategic Management J. 36(3):437–448.Crossref, Google Scholar
• Suddendorf T, Corballis MC (2007) The evolution of foresight: What is mental time travel, and is it unique to humans. Behav. Brain Sci. 30(3):299–313.Crossref, Google Scholar
• Swidler A (1986) Culture in action: Symbols and strategies. Amer. Sociol. Rev. 51(2):273–286.Crossref, Google Scholar
• Szpunar KK, Speng RN, Schachter DL (2014) A taxonomy of prospection: Introducing an organizational framework for future-oriented cognition. Proc. Natl. Acad. Sci. USA 111(52):18414–18421.Crossref, Google Scholar
• Teece DJ (2007) Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management J. 28(13):1319–1350.Crossref, Google Scholar
• Tripsas M, Gavetti G (2000) Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. 21(10–11):1147–1161.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
• Zuzul TW (2019) “Matter battles”: Cognitive representations, boundary objects, and the failure of collaboration in two smart cities. Acad. Management J. 62(3):739–764.Crossref, Google Scholar
• Zuzul T, Tripsas M (2020) Start-up inertia vs. flexibility: The role of founder identity in a nascent industry. Admin. Sci. Quart. 65(2):395–433.Crossref, Google Scholar