Journal article
The Evolution of Collective Strategy Frames in High- and Low-Velocity Industries
Organization science (Providence, R.I.), v 18(4), pp 688-710
Aug 2007
Featured in Collection : UN Sustainable Development Goals @ Drexel
Abstract
We argue that the collective assumptions of firms drive their actions and practices, and create the conditions of industry velocity. In our view, cognitive construction by firms is the primary driver of industry velocity. This is in contrast to the contingency views common in the literature, which hold that industry velocity plays a role by constraining and shaping firm strategies. Specifically, we suggest that firms develop unique assumptions, social networks, and feedback mechanisms; that these mechanisms perpetuate patterns of changes in collective beliefs and aggregate actions; and that these patterns in turn shape high- and low-velocity conditions. We examine these assertions by tracing the collective beliefs of three aircraft (low-velocity) and semiconductor (high-velocity) firms over a 20-year period (1977–1997). Our results suggest that the cognitive construction view of industry velocity is reasonable.
Metrics
Details
- Title
- The Evolution of Collective Strategy Frames in High- and Low-Velocity Industries
- Creators
- Sucheta Nadkarni - University of Nebraska–LincolnV. K. Narayanan - Drexel University
- Publication Details
- Organization science (Providence, R.I.), v 18(4), pp 688-710
- Resource Type
- Journal article
- Language
- English
- Academic Unit
- Management
- Web of Science ID
- WOS:000250948000009
- Scopus ID
- 2-s2.0-61349179557
- Other Identifier
- 991019167348604721
UN Sustainable Development Goals (SDGs)
This publication has contributed to the advancement of the following goals:
InCites Highlights
Data related to this publication, from InCites Benchmarking & Analytics tool:
- Collaboration types
- Domestic collaboration
- Web of Science research areas
- Management