Configurations of capacity for change in entrepreneurial threshold firms imprinting and strategic choice perspectives

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dc.cclicenceN/Aen
dc.contributor.authorJudge, W. Q.en
dc.contributor.authorWei Hu, H.en
dc.contributor.authorGabrielsson, J.en
dc.contributor.authorTalaulicar, T.en
dc.contributor.authorWitt, M. A.en
dc.contributor.authorZattoni, A.en
dc.contributor.authorLopez-Iturriaga, F.en
dc.contributor.authorChen, J.en
dc.contributor.authorShukla, D.en
dc.contributor.authorQuttainah, M.en
dc.contributor.authorAdegbite, E.en
dc.contributor.authorLuis Rivas, J.en
dc.contributor.authorKibler, B.en
dc.date.acceptance2015-02-20en
dc.date.accessioned2016-07-25T15:02:56Z
dc.date.available2016-07-25T15:02:56Z
dc.date.issued2015
dc.description.abstractImprinting theory suggests that founding conditions are ‘stamped’ on organizations, and these imprinted routines often resist change. In contrast, strategic choice theory suggests that the firm can overcome organizational inertia and deliberately choose its future. Both theories offer dramatically different explanations behind an organization’s capacity for change. IPO firms provide a unique context for exploring how imprinting forces interact with strategic choice factors to address organizational capacity for change as a firm moves from private to public firm status. Juxtaposing imprinting and strategic choice perspectives, we employ fuzzy set analysis to examine the multi-level determinants of organizational capacity for change. Our cross-national data reveal three effective configurations of organizational capacity for change within IPOs, and two ineffective configurations. Our results suggest that the antecedents of organizational capacity for change in entrepreneurial threshold firms are nonlinear, interdependent, and equifinal.en
dc.fundern/aen
dc.identifier.citationJudge, W.Q., Wei Hu, H., Gabrielsson, J., Talaulicar, T., Witt, M.A., Zattoni, A., Lopez-Iturriaga, F., Chen, J., Shukla, D., Quttainah, M., Adegbite, E., Luis Rivas, J. and Kibler, B. (2015) Configurations of capacity for change in entrepreneurial threshold firms imprinting and strategic choice perspectives. Journal of Management Studies, 52 (4), pp. 506-530en
dc.identifier.doihttps://doi.org/10.1111/joms.12121
dc.identifier.urihttp://hdl.handle.net/2086/12342
dc.language.isoenen
dc.peerreviewedYesen
dc.projectidn/aen
dc.researchgroupCentre for Research on Organisational Governanceen
dc.subjectfuzzy set analysisen
dc.subjectimprinting theoryen
dc.subjectIPO firmsen
dc.subjectorganizational capacity for changeen
dc.subjectstrategic choice theoryen
dc.titleConfigurations of capacity for change in entrepreneurial threshold firms imprinting and strategic choice perspectivesen
dc.typeArticleen

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