Organizational identities and the hazard of change

By Michael T. Hannan, James N. Baron, Greta Hsu, Özgecan Koçak. 2006

138 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/616fa5cc48518362a82c9084174f711d0120ba8f

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Citations in the corpus

Imprinting by Design: The Microfoundations of Entrepreneurial Adaptation (2014, background): “…as recurrent action patterns (Becker, 2005)—if a founding group shares a strong entrepreneurial life story schema, then specific features of such a life story, such as narratives of risk-taking behavior, may become part of the organization’s management routines (Hannan et al., 2006).”
“What’s Past Is Prologue” (2015, background): “, 2007; Beckman & Burton, 2008) and IPOs (Baron & Hannan, 2002; Hannan et al., 2006).”
Employing identities in organizational ecology (2004, background): “…those founding blueprints have enduring effects on organizations and organizational evolution; and (iii) that changes in those identities are highly destabilizing with regard to employee turnover, survival, and market performance (Baron et al., 2001; Baron and Hannan, 2003; Hannan et al., 2003).”
Founding the Future: Path Dependence in the Evolution of Top Management Teams from Founding to IPO (2008, background): “This finding limits the role of agency and suggests sharp deviations from the initial path are unlikely (and probably risky, see Hannan et al. 2006).”
Will firms go green if it pays? The impact of disruption, cost, and external factors on the adoption of environmental initiatives (2017, methodology): “For the remainder of the paper, we use process effects and disruption interchangeably, as the process effects we focus on are disruptions to routines, which is consistent with most organizational change research that stems from organizational ecology (see, e.g., Hannan et al., 2006).”
Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity (2010, background): “First, our fi ndings call into question the assumption that organizational identity can be readily inferred from industry membership and/or the founder’s vision (e.g., Carroll and Swaminathan, 2000; Rao, Davis, and Ward, 2000; Hsu and Hannan, 2005; Hannan et al., 2006).”
Toward a Behavioral Theory of Strategy (2012, background): “Similar to plasticity bounds, shaping ability bounds correspond to the difficulties of persuading external audiences to endorse strategic representations that are cognitively distant from the status quo.”
Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company" (2009, background): “When environmental conditions necessitate a shift in identity, however, the ensuing change process is risky and difﬁcult to manage (Hannan et al. 2006a, Reger et al. 1994).”