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Nicolai J. Foss - One of the best experts on this subject based on the ideXlab platform.
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Microfoundations for institutional theory
Microfoundations of Institutions, 2019Co-Authors: Teppo Felin, Nicolai J. FossAbstract:The authors discuss the Microfoundations of institutional theory, specifically as Microfoundations are manifested in this volume of Research in the Sociology of Organizations. The authors argue that the main interest seems to be in better understanding macrofoundations: top-down forces from institutions to actors. Furthermore, throughout the volume institutions themselves are definitionally layered – in problematic ways – with a large array of other macroconstructs, including fields, logics, practices, habitus, situations, routines, and so forth. The authors argue that there is an opportunity to more carefully delineate Microfoundations for institutional theory, by focusing on lower-level heterogeneity, agency, as well as the aggregate and emergent social processes that animate microfoundational explanation.
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Microfoundations in international management research: The case of knowledge sharing in multinational corporations
Journal of International Business Studies, 2019Co-Authors: Nicolai J. Foss, Torben PedersenAbstract:ResumeLes Microfoundations sont devenues un thème important dans les recherches récentes sur le macromanagement. Toutefois, le champ du management international (MI) constitue une exception à cette règle. Nous démontrons le manque d’attention accordée aux fondements microéconomiques dans la recherche en MI en nous concentrant sur le partage des connaissances - un domaine de recherche clé en MI - que nous étudions au moyen d’une revue de littérature fondée sur des mots-clés des principales revues de MI et de management général. Nous discutons des raisons possibles pour lesquelles les microfondations ont rencontré moins d’écho jusqu’à présent dans la recherche en MI. Nous soulignons que la formation et le parcours des spécialistes du MI sont des raisons possibles. Nous présentons également comme explication l’importance que les spécialistes du MI accordent au contexte et à la structure. Ces éléments peuvent être perçus comme contraires à la perspective des microfondations, un point de vue que nous considérons comme erroné. Nous terminons en identifiant plusieurs questions microfondamentales pour la recherche en MI, ce qui exige un effort soutenu en ce qui concerne la théorie, l’heuristique et l’empirique.AbstractMicrofoundations have become an important theme in recent macro-management research. However, the international management (IM) field is an exception to this. We document the lack of attention on Microfoundations in IM research by focusing on knowledge sharing – a key IM research field – which we investigate by means of a keyword-based literature study of the leading IM and general management journals. We discuss possible reasons why Microfoundations have so far met with less resonance in IM research. We point to the training and background of IM scholars as possible reasons. We also highlight the significance that IM scholars place on context and structure in explanation. These may be seen as contrary to a Microfoundations perspective, a view that we show is incorrect. We end by identifying several microfoundational issues in IM research, calling for a sustained effort with respect to theory, heuristics, and empirics.ResumenLos microfundamentos se han convertido en un tema importante en la investigación reciente en macro-gerencia. Sin embargo, el campo de la gerencia internacional (IM por sus iniciales en inglés) es una excepción a esto. Documentamos la falta de atención a los microfundamentos en la investigación de gerencia internacional al enfocarnos en conocimiento compartido -un campo clave de la investigación en gerencia internacional-, la cual investigamos mediante un estudio de la literatura basado en palabras clave en las revistas líderes de gerencia internacional y gerencia general. Discutimos posibles razones por las cuales los microfundamentos han encontrado menos resonancia hasta ahora en la investigación de gerencia internacional. Señalamos la capacitación y la formación de los académicos de gerencia internacional como posibles razones. También resaltamos la importancia que los académicos le otorgan al contexto y la estructura en la explicación. Estos pueden ser vistos como contrarios a la perspectiva de microfundamentos, una visión que mostramos es incorrecta. Terminamos identificando varios aspectos microfundamentales en la investigación de gerencia internacional, haciendo un llamado por un esfuerzo sostenido con respecto a la teoría, lo heurístico y lo empírico.摘要微观基础已成为近期宏观管理研究的一个重要主题。但是, 国际管理(IM)领域是一个例外。 我们通过关注知识共享—一个关键的IM研究领域—来记录IM研究对微观基础缺乏关注, 我们通过对领先的IM和通用管理期刊基于关键词的文献研究进行调查。我们讨论了微观基础在IM研究中迄今为止所遇共鸣较少的可能原因。我们指出IM学者的训练和背景是可能的原因。 我们还强调了IM学者在解释中重视语境和结构的重要性。这些可能被认为与微观基础观相反, 而我们展示这样认为是不正确的。最后, 通过确定IM研究中的几个微观基础问题, 我们呼吁在理论、启发法和实证研究方面要持续努力。ResumoMicrofundações tornaram-se um tema importante em pesquisas recentes sobre macrogestão. No entanto, o campo de administração internacional (IM) é uma exceção a isso. Documentamos a falta de atenção a microfundações na pesquisa em IM concentrando-nos no compartilhamento de conhecimento - um campo chave na pesquisa em IM -, que investigamos por meio de um estudo da literatura com base em palavras-chave nos principais periódicos de IM e administração em geral. Discutimos possíveis razões pelas quais microfundações encontraram menos ressonância até o momento na pesquisa em IM. Apontamos a formação e o histórico de acadêmicos de IM como possíveis razões. Também destacamos a importância que acadêmicos de MI dão ao contexto e à estrutura na explanação. Esses podem ser vistos como contrários à perspectiva de microfundações, uma visão que mostramos ser incorreta. Concluímos por identificar várias questões microfundacionais na pesquisa de IM, pedindo um esforço sustentado em relação à teoria, heurística e empirismo.
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Microfoundations in international management research: The case of knowledge sharing in multinational corporations
Journal of International Business Studies, 2019Co-Authors: Nicolai J. Foss, Torben PedersenAbstract:Microfoundations have become an important theme in recent macro-management research. However, the international management (IM) field is an exception to this. We document the lack of attention on Microfoundations in IM research by focusing on knowledge sharing – a key IM research field – which we investigate by means of a keyword-based literature study of the leading IM and general management journals. We discuss possible reasons why Microfoundations have so far met with less resonance in IM research. We point to the training and background of IM scholars as possible reasons. We also highlight the significance that IM scholars place on context and structure in explanation. These may be seen as contrary to a Microfoundations perspective, a view that we show is incorrect. We end by identifying several microfoundational issues in IM research, calling for a sustained effort with respect to theory, heuristics, and empirics.
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Microfoundations of Organizational Goals: A Review and New Directions for Future Research
International Journal of Management Reviews, 2018Co-Authors: Stefan Linder, Nicolai J. FossAbstract:Organizational goals are central in management theory, yet our understanding of their antecedents, formation and dynamics, and consequences contains many gaps, in particular concerning the Microfoundations of how goals are formed and changed and through which they may affect individual and organizational performance. We distill a number of key themes in the extant literature, use the Microfoundations perspective to isolate research gaps, and suggest a microfoundational framework for future research on organizational goals. Subsequently, we discuss the theories that are particularly promising with respect to furthering such research on organizational goals.
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Viewing Global Strategy Through a Microfoundations Lens
SSRN Electronic Journal, 2018Co-Authors: Farok J. Contractor, Nicolai J. Foss, Sumit K. Kundu, Somnath LahiriAbstract:Academic Abstract The emerging Microfoundations literature asserts that macro concepts and macro-outcomes, such as firm-level capabilities, performance and strategies, need to be understood in terms of the underlying actions, interactions and characteristics of micro-level entities, such as individual actors and managers. This literature has specific implications for the understanding of cross-level explanatory mechanisms; notably, it asserts that all relations between macro variables are mechanisms that involve micro variables. While the Microfoundations literature has been influential in the general strategy literature, global strategy has been less impacted by it. This is paradoxical because the research challenges pointed to by the literature are often magnified in the multinational corporation and in a global strategy context. We characterize Microfoundations, discuss their relevance to the global strategy, and show how the papers in this special issue fill important microfoundational gaps in the global strategy literature. For example, Google’s strategic decision in 2018 to reenter the Chinese market (macro-level analysis) is best understood through the thinking of decision-makers in the company, as well as opposition to the move from over one thousand of its employees. Managerial Summary For too long, studies of corporate strategies have focused on the firm as a unit of analysis, as if the firm could decide or think on its own, neglecting the fact that it is managers who think. The underlying motivations, interactions and characteristics of individual managers of companies have often been missing in explanations of global strategy formulation. This can especially be a lacuna in closely-held companies in emerging countries where decision-making is more concentrated in the minds of owners, top managers and family members. The Microfoundations literature specifically tries to connect the thinking and backgrounds of individual managers with strategic decisions their firm makes. While the Microfoundations literature has made some headway in the general strategy literature, the analysis of global strategy has been less impacted by it. This is paradoxical because the research challenges pointed to by the literature are often magnified in the multinational corporation and in a global strategy context. This introductory paper first refines and enunciates Microfoundations theory, in its application to global business. It then also shows how the papers in this special issue fill important microfoundational gaps in the global strategy literature.
Teppo Felin - One of the best experts on this subject based on the ideXlab platform.
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Microfoundations for institutional theory
Microfoundations of Institutions, 2019Co-Authors: Teppo Felin, Nicolai J. FossAbstract:The authors discuss the Microfoundations of institutional theory, specifically as Microfoundations are manifested in this volume of Research in the Sociology of Organizations. The authors argue that the main interest seems to be in better understanding macrofoundations: top-down forces from institutions to actors. Furthermore, throughout the volume institutions themselves are definitionally layered – in problematic ways – with a large array of other macroconstructs, including fields, logics, practices, habitus, situations, routines, and so forth. The authors argue that there is an opportunity to more carefully delineate Microfoundations for institutional theory, by focusing on lower-level heterogeneity, agency, as well as the aggregate and emergent social processes that animate microfoundational explanation.
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the Microfoundations movement in strategy and organization theory
The Academy of Management Annals, 2015Co-Authors: Teppo Felin, Nicolai J. Foss, Robert E PloyhartAbstract:Microfoundations have received increased attention in strategy and organization theory over the past decade. In this paper, we take stock of the Microfoundations movement, its origins and history, and disparate forms. We briefly touch on similar micro movements in disciplines such as economics and sociology. However, our particular focus is on the unique features of the Microfoundations movement in macro management. While the Microfoundations movement in macro management does seek to link with more micro disciplines such as psychology and organizational behavior, it also features a unique set of questions, assumptions, theoretical mechanisms, and independent/dependent variables that complement the focus in the micro disciplines. We also discuss the disparate criticisms of the Microfoundations literature and the challenges the movement faces, such as defining distinct theoretical and empirical programs for microfoundational research. The overall purpose of this manuscript is to clearly delineate the promise and uniqueness of Microfoundations research in macro management, to discuss how the movement originated and where it is going, and to offer rich opportunities for future work.
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What Are Microfoundations
Academy of Management Perspectives, 2013Co-Authors: Jay B. Barney, Teppo FelinAbstract:In the extant organizational, management, and strategy literatures there are now frequent calls for Microfoundations. However, there is little consensus on what micro- foundations are and what they are not. In this paper we first (briefly) review the history of the Microfoundations discussion and then discuss what Microfoundations are and are not. We highlight four misconceptions or "half-truths" about Microfoundations: (1) that Microfoundations are psychology, human resources, or micro-organizational behavior, (2) that borrowed concepts constitute Microfoundations, (3) that Microfoundations lead to an infinite regress, and (4) that Microfoundations deny the role of structure and institutions. We discuss both the partial truths and the misconceptions associated with the above understandings of Microfoundations, and we argue that questions of social aggregation and emergence need to be center stage in any discussion of Microfoundations. We link our arguments about Microfoundations and aggregation with closely related calls for new areas of research, such as "behavioral strategy" and the domain of multilevel human capital research. We discuss various forms of social aggregation and also highlight associated opportunities for future research, with a specific focus on the origins of capabilities and competitive advantage.
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Microfoundations of routines and capabilities individuals processes and structure
Journal of Management Studies, 2012Co-Authors: Teppo Felin, Nicolai Juul Foss, Koen H Heimeriks, Tammy L MadsenAbstract:This article introduces the Special Issue and discusses the Microfoundations of routines and capabilities, including why a Microfoundations view is needed and how it may inform work on organizational and competitive heterogeneity. Building on extant research, we identify three primary categories of micro‐level components underlying routines and capabilities: individuals, social processes, and structure. We discuss how these components, and their interactions, may affect routines and capabilities. In doing so, we outline a research agenda for advancing the field's understanding of the Microfoundations of routines and capabilities.
Torben Pedersen - One of the best experts on this subject based on the ideXlab platform.
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Microfoundations in international management research: The case of knowledge sharing in multinational corporations
Journal of International Business Studies, 2019Co-Authors: Nicolai J. Foss, Torben PedersenAbstract:ResumeLes Microfoundations sont devenues un thème important dans les recherches récentes sur le macromanagement. Toutefois, le champ du management international (MI) constitue une exception à cette règle. Nous démontrons le manque d’attention accordée aux fondements microéconomiques dans la recherche en MI en nous concentrant sur le partage des connaissances - un domaine de recherche clé en MI - que nous étudions au moyen d’une revue de littérature fondée sur des mots-clés des principales revues de MI et de management général. Nous discutons des raisons possibles pour lesquelles les microfondations ont rencontré moins d’écho jusqu’à présent dans la recherche en MI. Nous soulignons que la formation et le parcours des spécialistes du MI sont des raisons possibles. Nous présentons également comme explication l’importance que les spécialistes du MI accordent au contexte et à la structure. Ces éléments peuvent être perçus comme contraires à la perspective des microfondations, un point de vue que nous considérons comme erroné. Nous terminons en identifiant plusieurs questions microfondamentales pour la recherche en MI, ce qui exige un effort soutenu en ce qui concerne la théorie, l’heuristique et l’empirique.AbstractMicrofoundations have become an important theme in recent macro-management research. However, the international management (IM) field is an exception to this. We document the lack of attention on Microfoundations in IM research by focusing on knowledge sharing – a key IM research field – which we investigate by means of a keyword-based literature study of the leading IM and general management journals. We discuss possible reasons why Microfoundations have so far met with less resonance in IM research. We point to the training and background of IM scholars as possible reasons. We also highlight the significance that IM scholars place on context and structure in explanation. These may be seen as contrary to a Microfoundations perspective, a view that we show is incorrect. We end by identifying several microfoundational issues in IM research, calling for a sustained effort with respect to theory, heuristics, and empirics.ResumenLos microfundamentos se han convertido en un tema importante en la investigación reciente en macro-gerencia. Sin embargo, el campo de la gerencia internacional (IM por sus iniciales en inglés) es una excepción a esto. Documentamos la falta de atención a los microfundamentos en la investigación de gerencia internacional al enfocarnos en conocimiento compartido -un campo clave de la investigación en gerencia internacional-, la cual investigamos mediante un estudio de la literatura basado en palabras clave en las revistas líderes de gerencia internacional y gerencia general. Discutimos posibles razones por las cuales los microfundamentos han encontrado menos resonancia hasta ahora en la investigación de gerencia internacional. Señalamos la capacitación y la formación de los académicos de gerencia internacional como posibles razones. También resaltamos la importancia que los académicos le otorgan al contexto y la estructura en la explicación. Estos pueden ser vistos como contrarios a la perspectiva de microfundamentos, una visión que mostramos es incorrecta. Terminamos identificando varios aspectos microfundamentales en la investigación de gerencia internacional, haciendo un llamado por un esfuerzo sostenido con respecto a la teoría, lo heurístico y lo empírico.摘要微观基础已成为近期宏观管理研究的一个重要主题。但是, 国际管理(IM)领域是一个例外。 我们通过关注知识共享—一个关键的IM研究领域—来记录IM研究对微观基础缺乏关注, 我们通过对领先的IM和通用管理期刊基于关键词的文献研究进行调查。我们讨论了微观基础在IM研究中迄今为止所遇共鸣较少的可能原因。我们指出IM学者的训练和背景是可能的原因。 我们还强调了IM学者在解释中重视语境和结构的重要性。这些可能被认为与微观基础观相反, 而我们展示这样认为是不正确的。最后, 通过确定IM研究中的几个微观基础问题, 我们呼吁在理论、启发法和实证研究方面要持续努力。ResumoMicrofundações tornaram-se um tema importante em pesquisas recentes sobre macrogestão. No entanto, o campo de administração internacional (IM) é uma exceção a isso. Documentamos a falta de atenção a microfundações na pesquisa em IM concentrando-nos no compartilhamento de conhecimento - um campo chave na pesquisa em IM -, que investigamos por meio de um estudo da literatura com base em palavras-chave nos principais periódicos de IM e administração em geral. Discutimos possíveis razões pelas quais microfundações encontraram menos ressonância até o momento na pesquisa em IM. Apontamos a formação e o histórico de acadêmicos de IM como possíveis razões. Também destacamos a importância que acadêmicos de MI dão ao contexto e à estrutura na explanação. Esses podem ser vistos como contrários à perspectiva de microfundações, uma visão que mostramos ser incorreta. Concluímos por identificar várias questões microfundacionais na pesquisa de IM, pedindo um esforço sustentado em relação à teoria, heurística e empirismo.
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Microfoundations in international management research: The case of knowledge sharing in multinational corporations
Journal of International Business Studies, 2019Co-Authors: Nicolai J. Foss, Torben PedersenAbstract:Microfoundations have become an important theme in recent macro-management research. However, the international management (IM) field is an exception to this. We document the lack of attention on Microfoundations in IM research by focusing on knowledge sharing – a key IM research field – which we investigate by means of a keyword-based literature study of the leading IM and general management journals. We discuss possible reasons why Microfoundations have so far met with less resonance in IM research. We point to the training and background of IM scholars as possible reasons. We also highlight the significance that IM scholars place on context and structure in explanation. These may be seen as contrary to a Microfoundations perspective, a view that we show is incorrect. We end by identifying several microfoundational issues in IM research, calling for a sustained effort with respect to theory, heuristics, and empirics.
Henrich R. Greve - One of the best experts on this subject based on the ideXlab platform.
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Microfoundations of Management: Behavioral Strategies and Levels of Rationality in Organizational Action
Academy of Management Perspectives, 2013Co-Authors: Henrich R. GreveAbstract:Behavioral strategies are a potentially promising microfoundation of management research. Organizational scholars are investigating strategies involving momentum, feedback, inference, and anticipation, and evidence is mounting for each one. These strategies are interesting because they reflect how boundedly rational decision makers reach different levels of collective rationality in organizational action, and they have consequences for organizational learning and adaptation. They also serve as windows into decision-making processes and sources of puzzles that can guide direct investigation of decision-making processes. The combination of evidence, consequentiality, and generative power for future research argues for giving behavioral strategies a role in the Microfoundations of management theory.
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Microfoundations of Management: Behavioral Strategies and Levels of Rationality in Organizational Action
SSRN Electronic Journal, 2013Co-Authors: Henrich R. GreveAbstract:Behavioral strategies are a potentially promising microfoundation of management research. Strategies involving processes of momentum, feedback, inference, and anticipation are already being investigated by organizational scholars, and evidence is mounting for each one. They are interesting because they can be seen as expressions of the level of rationality in organizational action, taking the organization as a stylized decision maker, and they also serve as windows into decision making processes and sources of puzzles that can guide direct investigation of decision making processes. The combination of evidence, consequential, and generative power for future research argue for giving behavioral strategies a role in the Microfoundations of management theory.
Christian Schoder - One of the best experts on this subject based on the ideXlab platform.
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A Critical Review of the Rationale Approach to the Microfoundation of Post-Keynesian Theory
Review of Political Economy, 2017Co-Authors: Christian SchoderAbstract:While modeling macroeconomic interactions, post-Keynesians propose rationales to verbally motivate the choice of behavioral equations. This informal approach to microfoundation results in inconsistencies and fuzzy arguments. The rationales for different behavioral rules are mutually inconsistent, require strong and nontransparent assumptions, or refer to highly endogenous variables that are not part of the model. The postulated behavioral rules are invariant to endogenous changes in the microenvironment, whereas the rationales imply that they adjust endogenously. The prevailing assumption of purely backward-looking expectations is neither theoretically nor empirically satisfying. The article concludes that revisiting the issue of microfoundation within the post-Keynesian framework may be a rewarding line of research. Furthermore, post-Keynesians should be open to various Microfoundations as long as models feature the core of post-Keynesian theory—the principle of effective demand.
