Legitimating Nascent Collective Identities: Coordinating Cultural Entrepreneurship

By Tyler Wry, Michael Lounsbury, Maryann Glynn. Organ. Sci., 2011

471 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/88f076b1bc7698456123ebd2924ec073aedf8c2c

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Hybrid Vigor: Securing Venture Capital by Spanning Categories in Nanotechnology (2014, background): “An explanation for this finding is that categories convey a coherent collective identity for a group of firms (but see Wry, Lounsbury, & Glynn, 2011).”
Entrepreneurial Storytelling, Future Expectations, and the Paradox of Legitimacy (2014, background): “Such jolts can delegitimize specific organizational forms (Aldrich and Fiol 1994), emerging collective identities (Wry et al. 2011), and wider cultural symbols (such as “the Internet” or “social media”).”
Institutional Work as Logics Shift: The Case of Intel’s Transformation to Platform Leader (2013, background): “In addition, as themes started to emerge, we drew on the literatures on organizational identity (Glynn, 2008), collective identities (Wry, Lounsbury & Glynn, 2011), practices (Ansari, Fiss & Zajac, 2010; Lounsbury & Crumley, 2007) and legitimacy (Suchman, 1995).”
Optimal distinctiveness: Broadening the interface between institutional theory and strategic management (2017, background): “For example, Wry, Lounsbury, and Glynn (2011) argued that conformity pressures are especially strong early on as actors collectively mobilize to tell a common story to enhance Copyright © 2016 John Wiley & Sons, Ltd. Strat.”
Hidden Badge of Honor: How Contextual Distinctiveness Affects Category Promotion among Certified B Corporations (2017, background): “Based on our analysis of the interview data, the most common reason for pursuing B Corp certification was because it was aligned with the organization’s pre-existing mission, purpose, values or identity (see Table 4), a finding that is consistent with prior literature (Navis & Glynn, 2010; Wry et al”
Market mediators and the tradeoffs of legitimacy-seeking behaviors in a nascent category (2014, unknown): “…to establish a distinctive categorical identity that differs substantially from other categories and to enforce strict identity isomorphism among their members, they may secure market category coherence and acceptance, but at the cost of limited growth and marginality in a market (Wry et al. 2011).”
Actions Speak Louder than Words: How Figurative Language and Gesturing in Entrepreneurial Pitches Influences Investment Judgments (2019, background): “Such communication strategies, in other words, may help individual entrepreneurs to mobilize resources (Lounsbury & Glynn, 2001), and may in the process also facilitate the legitimating of a nascent field as a whole such as a new market or industry (Wry et al., 2011).”