Temporary incorporation as a mechanism of strategic responsiveness: The BBC's digital transformation, 1992–2015

International audienceEstablished organizations regularly fail in their strategic responses to large-scale environmental transformations. In this chapter, we analyze the case of the British Broadcasting Corporation's (BBC) successful response to digitization of the broadcasting industry. We identify two main forms of strategic response – establishing external collaborations and developing internal competencies –, which were driven by recurrent cycles of renewal of the BBC's Royal Charter. We conceptualize this process as "temporary incorporation", an effective driver of strategic responsiveness not yet been discussed in the literature. Our discussion relates temporary incorporation to previous work on strategic change

How Changes in Entrepreneurial Orientation can Explain Pivots during the Internationalization of Digital Technology-Based Born Globals

Most theories of strategic change focus on established firms. Little research examines how early-stage entrepreneurs decide to change their strategies and pivot in an international context (Kirtley & O’Mahony, 2019). To better understand how Born Globals (BG) pivot during their rapid internationalization, we study digital technology-based mobile game development BGs. We found that pivots are mostly driven by changes in individual Entrepreneurial Orientation (EO) components. Using effectuation/causation theory, this study contributes to the understanding of both pivots in born globals and the role of changes in individual EO components over time.La plupart des théories du changement stratégique se concentrent sur les entreprises établies. Peu de recherches examinent comment les entrepreneurs en phase de démarrage décident de changer de stratégie et de pivoter dans un contexte international (Kirtley & O’Mahony, 2019). Pour mieux comprendre comment les Born Globals (BG) pivotent pendant leur internationalisation rapide, nous étudions le développement de BG de l’industrie du jeux vidéo. Nous constatons que les pivots sont principalement provoqués par des changements dans les composantes individuelles de l’orientation entrepreneuriale (OE). En utilisant la théorie de l’effectuation/causation, cette étude contribue à la compréhension à la fois des pivots dans les BG mais aussi du rôle des changements dans les composantes individuelles de l’OE au fil du temps.La mayoría de las teorías de cambio estratégico se centran en las empresas establecidas. Solo pocas investigaciones examinan cómo los emprendedores emergentes deciden cambiar su estrategia y pivotar en  un contexto internacional (Kirtley - O’Mahony, 2019). Para entender mejor cómo pivotan las Born Globals (BG) durante su rápida internacionalización, estamos estudiamos el desarrollo de las BG en la industria de los videojuegos. Encontramos que los pivotes son causados principalmente por cambios en los componentes individuales de la orientación empresarial (OE). Utilizando la teoría de la efectuación/causalidad, este estudio contribuye a la comprensión no solo de los pivotes en las BG, sino también del papel de los cambios en los componentes individuales de la OE a lo largo del tiempo

Complex field-positions and non-imitation: Pioneers, strangers, and insulars in Australian fine-wine

International audienceThis paper studies how complex field-positions, characterized by combinations of structural and cultural mechanisms, are associated with the non-imitation of dominant field-level practices. Theoretically, the notion of complex field-position complements prior institutional research on field-positions and non-imitation, which focuses primarily on structural mechanisms. Our empirical study looks at 62 Australian fine-wines, using qualitative comparative analysis (QCA) to identify combinations of structural and cultural mechanisms associated with the non-imitation of Penfolds Grange, a role model in the Australian fine-wine field. We find three distinct complex field-positions—pioneers, strangers, and insulars— which occurred at different moments in the history of this field. We build on these findings to discuss the importance of complex field-positions as sources of positional opportunities, and their role in the development and persistence of diversity in organizational fields