Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company"

By Mary Tripsas. Organ. Sci., 2009

614 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/950b3fa09d3d7f404de1a9155757bd383487c8f3

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Citations in the corpus

Temporal Work in Strategy Making (2013, background): “Other scholars have turned to the concept of identity to make the link between past perceptions of organizational identity and current interpretations of the environment (Benner and Tripsas 2012; Tripsas 2009) (see also, Gioia and Thomas 1996, for some early foundations of this idea).”
Offsetting Illegitimacy? How Pressures from Securities Analysts Influence Incumbents in the Face of New Technologies (2012, background): “organization, Tripsas (2009) further showed that analysts were slow to change the dimensions of the”
Capabilities Unveiled: The Role of Ordinary Activities in the Evolution of Product Development Processes (2009, background): “Recent works have noted the importance of managerial information-processing capabilities enabling the firm to identify the nature of the changing market environment and sense opportunities (Augier and Teece 2009, Tripsas 2009).”
A Positive Theory of Social Entrepreneurship (2012, neutral): “Moreover, any change in the main focus or any ambiguity about the organization’s positioning on this issue will be identity challenging (Tripsas 2009).”
Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes (2014, background): “Leaders further face inertial pressures, in which structures (Henderson & Clark, 1990), cognitive frames (Tripsas & Gavetti, 2000), routines (Gilbert, 2005), and competencies (Leonard-Barton, 1992; Tripsas, 2009) support existing products over innovations.”
Analyzing Analyst Research: A Review of Past Coverage and Recommendations for Future Research (2018, background): “Tripsas’ (2009) in-depth case study of a company (“Linco”) that seeks to adopt major, new technology that changes its organizational identity from a digital photography company to a semiconductor company serves as a good illustration of the main features in organizational theory work on analysts. Tr”
Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns (2017, background): “The executive team expected the transformation to be burdensome because it involved shifts in firm identity (Tripsas 2009) and organizational culture (Lucas and Goh 2009).”
Cognition and Renewal: Comparing CEO and Organizational Effects on Incumbent Adaptation to Technical Change (2009, background): “CEO attention to the existing technology signals that the firm’s identity is linked to the specific technological platform, which impedes the ability to adapt (Tripsas 2009).”
Growing on Steroids: Rapidly Scaling the User Base of Digital Ventures Through Digital Innovation (2017, methodology): “Swift transformation complements prior research on identity shifts in the context of digital transformation (e.g. Tripsas 2009) with a perspective on how identity change can come about quickly.”
Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, background): “…collective identity often results in diﬃculties and resistance to technology implementation, while technologies that reinforce existing identiﬁcation are inclined to be well accepted and adopted by employees and the organization as a whole (Tripsas, 2009; Tyworth, 2014; Utesheva et al., 2016).”
Managing technological change in the digital age: the role of architectural frames (2014, background): “…that similar mental shifts occur in the design of complex products ranging from consumer devices such as cameras to logistics technology such as ship cranes (Jonsson et al. , 2008; Tripsas, 2009; Yoo, 2010), further research is needed to more closely trace the dynamics of this cognitive change.”
Computing in Everyday Life: A Call for Research on Experiential Computing (2010, background): “Furthermore, the digitalization of products and services will likely affect the organizational structure and capability (Tripsas 2009) and institutional relationship (Benner 2008).”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, neutral): “…a TMT’s decision to adopt a new innovation, with its associated capabilities, depends on whether their cognitive frame filters the capability as a potential threat or opportunity to the existing organization (Benner & Tripsas, 2012; Gilbert, 2005; Staw, Sandelands, & Dutton, 1981; Tripsas, 2009).”