Working Papers

(available on request)

Dittrich K., Guérard S., Seidl D., The role of meetings in the strategy process: Towards an integrative framework, OM Working Paper, Number 102, August 2011.

• Abstract. During the last three decades, scholars from communication studies, political science, sociology, cultural anthropology and management science have studied the characteristics and dynamics of meetings from different perspectives. This has resulted in a large, though very fragmented, body of knowledge about meetings and their different functions in the organization. So far, however, this knowledge has not been systematically related to the strategy process. The purpose of this review is to organize the different literatures by identifying the meeting functions (coordination, cognitive, political, symbolic and social) as well as the meeting practices (initiation, conduct and termination practices) and by outlining the impact of meetings on the strategy process. This results in an integrative framework which synthesizes the literature and which serves as a guide for future research. (SSRN)

Guérard S., Bode C. Gustafsson R. Framing contests and Institutional change: The case of the automotive field and the environmental movement in Germany, OM Working Paper, Number 103, August 2011.

• Abstract. Based on the case study of the diesel filter in Germany, this paper addresses the criticism that explanation of framing contest resolution is largely tautological by exploring the processes by which framing contests evolve over time and lead to institutional change. Our results show that in order to resolve contests and to bring about institutional change, frames not only have to (1) map on to the dominant meaning system or field-frame of a targeted field, they must also (2) be sufficiently evocative (what we refer to as being polarized), (3) address alternative channels such as customers instead of directly confronting dominant members of a field, (4) perform motivational tasks by invoking incentives and (5) have the capacity to divide or demobilize members of the targeted field. It was through these mechanisms that customer norms changed, thereby affecting the demand and pushing the diesel filter to a new industrial standard in the German automotive field. Furthermore, our results suggest that framing activities follow a specific sequence: necessary opening, cohesion testing, and polarized mapping. Our results may apply to other settings where actors struggle for the introduction of green technologies.

Guérard S, Langley, A. Struggles for Meaning and Struggles for Control: The diffusion of High-end Medical Technology in two Institutional Environments, OM Working Paper, Number 104, August 2011.

• Using comparative case studies, this paper shows how institutional contexts influence the process of diffusion of a complex technology by determining the pattern of material resources and authority available to actors in their struggles to control the technology, and by constituting the discursive resources that may be mobilized in their struggles to shape its meaning in preferred ways. The paper also reveals how governance structures may be contested and realigned when they conflict with interests legitimized by dominant institutional logics. This form of contestation and adjustment constitutes one mechanism by which institutional frameworks are tested, stretched and reproduced or redefined.

Guérard S., Langley, A. Testing, Contesting and Legitimizing Technology, OM Working Paper, Number 105, August 2011.

• Abstract. Based on a longitudinal case study approach, this paper suggests that the legitimation of technology may involve two processes, one which encompasses the nature and the benefits of technology and the other its implementation. Our findings highlight that these processes are characterized by framing contests and the rise of ambiguity which call for relying on technology testing and/or on institution testing to terminate framing contests and to provide technology legitimacy. Building on evidence from our research, we develop a processual model which we believe can be generalized to situations where the authorization from the regulator is needed to use the technology and where there are competitions on the meaning of technology such as in the emergence of new medical devices, drugs, genetically modified food, or pesticides.

Ma S., Seidl D., Guérard S. Strategic Change and Leader Integration Processes during the Post-CEO-Succession Period: Review and Future Directions.

• Abstract. CEO succession is one of the most important landmarks in the life of an organization. The post-succession period in a CEO’s early tenure in office is both critical for the organization and the CEO, as this special period is characterized by much higher rate of organizational failure (Haveman, 1993) and CEO dismissal (Zhang, 2008). By reviewing the literature, this paper identifies and synthesizes fundamental elements in CEO post-succession period to provide an integrative understanding of this sensitive period. Our review suggests that when taking office new CEOs typically need to manage both a leader integration process and a strategic change process which are linked with various contextual factors and outcomes. We identify gaps in the literature and develop an agenda for future research. By this review, we call for future studies on CEO post-succession period.

Van Aaken D., Splitter V., Seidl D. Do corporations engage in Pro-Social Behavior despite their economic interest? A Bourdieusian Perspective on Corporate Social Responsibility.

• Abstract. In this article, we draw on the practice theory of Pierre Bourdieu to build a conceptual framework for analyzing the conditions under which companies can be expected to contribute to ethical improvements both because and in spite of their economic motivation. This on the one hand allows expanding the economic concept of self-interest towards a concept of social domination. Instead of explaining organizational behavior by focusing on economic actors maximizing economic profit only, we focus on individual actors in corporations maximizing different forms of resources. It also allows expanding non-economic approaches on CSR by showing that corporations may engage in political processes despite their economic calculus. Instead of urging companies to drop their economic self-interest in favor of pro-social behavior, we will argue that individual actors in corporations will engage in political processes because they target maximizing their economic and other forms of resources. (SSRN)