New Beer in Old Kegs: The Persistent and Localized Effect of Ancestral Organizations on Descendant Organizational Founding in the Dutch Beer Brewing Industry

Management et Ressources Humaines

Intervenant : Jochem KROEZEN
Erasmus University, ROTTERDAM

18 octobre 2013 - T020 - De 14h00 à 15h30

We study the determinants of organizational foundings in mature organizational fields and find that such foundings are facilitated by entrepreneurs’ reuse of detritus—the technical and cultural elements left behind by the disbanding of ancestral organizations—that such fields are typically littered with. We argue that detritus can
provide entrepreneurs with resources that help them overcome the technical and sociocognitive challenges they face when starting new ventures in a cost-efficient and effective manner. We find support for our arguments in a discrete time event-history analysis of recent beer brewery foundings in the Netherlands, suggesting that technical
and socio-cognitive resources do not just spillover to new ventures contemporaneously, but also de antiquo from long disbanded organizational predecessors. Our study contributes to the emerging literature on ancestral organizational populations by offering a novel theorization of the mechanisms through which organizational ancestors
persistently and locally affect the founding rate of descendant organizations and to research on the role of geographic communities in the evolution of organizational fields.

Department Research Seminar

Management et Ressources Humaines

Intervenant : Michel LANDER & Michael SEGALLA

27 septembre 2013 - T030 - De 11h00 à 12h30

Something to Lose and Nothing to Gain : The Role of Stress in the Interactive effect of Power and Stability on Risk Taking

Management et Ressources Humaines

Intervenant : Jennifer Jordan
Assistant Professor , Faculty of Economics & Business - University of Groningen, Netherlands

24 mai 2013 - T036 - De 12h00 à 13h30

This investigation explores how power and stability within a social hierarchy interact to affect risk-taking. Building on a diverse, interdisciplinary body of research, including work on non-human primates, intergroup status, and childhood social hierarchies, we predicted that the unstable powerful and the stable powerless will be more risk taking than the stable powerful and unstable powerless. Across four studies, the unstable powerful and the stable powerless preferred probabilistic over certain outcomes and engaged in more risky behaviors in an organizational decision-making scenario, a blackjack game, and a balloon-pumping task than did the the stable powerful and the unstable powerless. These effects appeared to be the result of the increased stress that accompanied states of unstable power and stable powerlessness: these states produced more physiological arousal, a direct manipulation of stress led to greater risk taking, and stress tolerance moderated the interaction between power and stability on risk taking. These results have important implications for the way social scientists conceptualize the psychology of power and offer a theoretical framework for understanding factors that lead to risk taking in organizations. Current and future directions on power, stress, and risk-taking will also be discussed.


Management et Ressources Humaines

Intervenant : Jill E. Perry-Smith
Emory University, USA

18 avril 2013 - T025 - De 12h00 à 13h30


Creativity has been described as a social process and research using a social network lens suggests the network structures and ties that facilitate creativity. In particular, network ties that are non-redundant are expected to be beneficial. While mechanisms have been theorized, they have rarely been tested. To address this omission, I draw on creativity theory and utilize an experimental design to provide greater theoretical clarity and to isolate causality. I investigate two types of content: information and frames and explore whether or not the effect of content depends on tie strength. According to the results, distinct frames received from contacts facilitate creativity regardless of tie strength, but the effect of distinct information is more complex. Distinct information only facilitates creativity when received from weak ties. When received from strong ties, distinct information constrains creativity relative to distinct frames.

Creating Economic Value Through Social Values : Introducing a Culturally Informed Resource-Based View

Management et Ressources Humaines

Intervenant : Cara Maurer
Richard Ivey School of Business, Canada

12 avril 2013 - T020 - De 12h00 à 13h30


The resource-based view (RBV) has historically privileged the firm's internal resources and capabilities, often at the exclusion of its institutional context. In this paper, we introduce a culturally informed RBV that explains how cultural elements in the firm's institutional context shape the economic value associated with a firm's strategy. We posit that a firm's institutional context may create or destroy economic value. If the strategy inadvertently becomes associated with a social issue, it poses a risk for the firm. Firms that recognize the dynamic interplay between their resources and their institutional context in the face of social issues can engage in important cultural work, and thereby preserve their strategy's economic value.


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Management et Ressources Humaines (GREGHEC)

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