Toward a General Theory of Strategic Action Fields*

By Neil Fligstein, D. Mcadam. 2010

1,163 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/54992389865cb63083aaf4db05be7022981879cf

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Citations in the corpus

Unpacking the Institutional Complexity in Adoption of CSR Practices in Multinational Enterprises (2016, positive): “…and McAdam’s (2011) ideas on strategic action as discovering, articulating, and propagating cultural frames (Giddens, 1979), and exercising control in a given context (Padgett and Ansell, 1993) by creating ‘identities, political coalitions, and interests’ (Fligstein and McAdam, 2011, p. 7).”
From social control to financial economics: the linked ecologies of economics and business in twentieth century America (2009, background): “The GSIA experiment was thus not at all an aberration — in fact it was part and parcel of a broader transformation of conceptions of control in corporations and government that had been ushered in by the move to a militarized economy and by the Celler-Kefauver act of 1950 (Fligstein 1990).”
Implementation, context and complexity (2016, background): “First, it can easily join with other theories that have this problem at their heart, even though these may be very different—for example, Strategic Action Field Theory [53]; Organisation Process Theory [43] and the ecological approach to theorising organisation taken by Allen [54–56] in her importan”
Keeping up Appearances (2013, background): “If severe enough, these challenges may threaten an organization’s field position, undermining the ‘‘existing relationships and meanings and order’’ by which that position is defined (Fligstein and McAdam, 2011: 5; Hensmans, 2003; Zietsma and Lawrence, 2010; van Wijk et al., 2013).”
Topic Modeling in Management Research: Rendering New Theory from Textual Data (2019, background): “For example, in research on institutional logics (Thornton et al., 2012), strategic action fields (Fligstein & McAdam, 2011), and professions (Abbott, 1988), scholars have theorized the evolution and impact of cultural meanings at the level of an institutional field.”
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic (2021, background): “…an exogenous shock is defined as “a period of prolonged and widespread crisis in which actors struggle to reconstitute all aspects of social life” (Fligstein and McAdam, 2011, p. 32), while a crisis is defined as a “perception that an individual or set of individuals faces a potentially…”
Towards a general theory of implementation (2013, background): “However it is situated, a field is defined as a ‘fundamental unit’ for collective action that takes the form of a ‘social order where actors (who can be individual or collective) interact with knowledge of one another under a set of common understandings about the purposes of the field, the relation”
Putting an energy system transformation into practice: The case of the German Energiewende (2016, methodology): “For both aims we rely on the sociological theory of strategic action fields (SAFs) [17,18] as our conceptual framework.”