Activists and incumbents structuring change: The interplay of agency, culture, and networks in field evolution

Van Wijk, J; Stam, W; Elfring, T; Zietsma, C; Den Hond, F

Activists and incumbents structuring change: The interplay of agency, culture, and networks in field evolution

Van Wijk, J Stam, W Elfring, T Zietsma, C

Den Hond, F

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Publication Type:: Journal Article
Citation:: Academy of Management Journal, 2013, 56 (2), pp. 358 - 386
Issue Date:: 2013-07-08

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Field	Value	Language
dc.contributor.author	Van Wijk, J	en_US
dc.contributor.author	Stam, W	en_US
dc.contributor.author	Elfring, T	en_US
dc.contributor.author	Zietsma, C https://orcid.org/0000-0002-6439-3320	en_US
dc.contributor.author	Den Hond, F	en_US
dc.date.issued	2013-07-08	en_US
dc.identifier.citation	Academy of Management Journal, 2013, 56 (2), pp. 358 - 386	en_US
dc.identifier.issn	0001-4273	en_US
dc.identifier.uri	http://hdl.handle.net/10453/117347
dc.description.abstract	We examine organizational field change instigated by activists. Contrary to existing views emphasizing incumbent resistance, we suggest that collaboration between incumbents and challenger movements may emerge when a movement's cultural and relational fabric becomes moderately structured, creating threats and market opportunities but remaining permeable to external influence. We also elucidate how lead incumbents' attempts at movement cooptation may be deflected through distributed brokerage. The resulting confluence of cultural and relational "structuration" between movement and field accelerates the pace but dilutes the radicalness of institutional innovation, ensuring ongoing, incremental field change. Overall, this article contributes to the emergent literature on field dynamics by uncovering the evolution and outcomes of collaborative work at the intersection of social movements and incumbent fields. © Academy of Management Journal.	en_US
dc.relation.ispartof	Academy of Management Journal	en_US
dc.relation.isbasedon	10.5465/amj.2008.0355	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Activists and incumbents structuring change: The interplay of agency, culture, and networks in field evolution	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	56	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	56	en_US

Abstract:

We examine organizational field change instigated by activists. Contrary to existing views emphasizing incumbent resistance, we suggest that collaboration between incumbents and challenger movements may emerge when a movement's cultural and relational fabric becomes moderately structured, creating threats and market opportunities but remaining permeable to external influence. We also elucidate how lead incumbents' attempts at movement cooptation may be deflected through distributed brokerage. The resulting confluence of cultural and relational "structuration" between movement and field accelerates the pace but dilutes the radicalness of institutional innovation, ensuring ongoing, incremental field change. Overall, this article contributes to the emergent literature on field dynamics by uncovering the evolution and outcomes of collaborative work at the intersection of social movements and incumbent fields. © Academy of Management Journal.

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http://hdl.handle.net/10453/117347