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Configurations of Capacity for Change in Entrepreneurial Threshold Firms: Imprinting and Strategic Choice Perspectives

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Author

  • William Q. Judge
  • Helen W. Hu
  • Jonas Gabrielsson
  • Till Talaulicar
  • Michael A. Witt
  • Alessandro Zattoni
  • Felix Lopez-Iturriaga
  • Jean Jingham Chen
  • Dhirendra Shukla
  • Majdi Quttainah
  • Emmanuel Adegbite
  • Jose Luis Rivas
  • Bruce Kibler
Show all

Summary, in English

Imprinting theory suggests that founding conditions are stamped' on organizations, and these imprinted routines often resist change. In contrast, strategic choice theory suggests that the firm can overcome organizational inertia and deliberately choose its future. Both theories offer dramatically different explanations behind an organization's capacity for change. IPO firms provide a unique context for exploring how imprinting forces interact with strategic choice factors to address organizational capacity for change as a firm moves from private to public firm status. Juxtaposing imprinting and strategic choice perspectives, we employ fuzzy set analysis to examine the multi-level determinants of organizational capacity for change. Our cross-national data reveal three effective configurations of organizational capacity for change within IPOs, and two ineffective configurations. Our results suggest that the antecedents of organizational capacity for change in entrepreneurial threshold firms are non-linear, interdependent, and equifinal.

Department/s

Publishing year

2015

Language

English

Pages

506-530

Publication/Series

Journal of Management Studies

Volume

52

Issue

4

Document type

Journal article review

Publisher

Wiley-Blackwell

Topic

  • Business Administration

Keywords

  • fuzzy set analysis
  • imprinting theory
  • IPO firms
  • organizational
  • capacity for change
  • strategic choice theory

Status

Published

ISBN/ISSN/Other

  • ISSN: 1467-6486