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Elisabeth S Clemens - One of the best experts on this subject based on the ideXlab platform.
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identity realization and Organizational forms differentiation and consolidation of identities among arizona s charter schools
Organization Science, 2011Co-Authors: Brayden G King, Elisabeth S ClemensAbstract:Organizations in an emerging Organizational Population face an identity problem. Collectively, organizations cannot yet rely on a coherent and stable definition of what membership in that new industry means. Individually, each organization must also establish its own distinctive identity to differentiate itself from competitors and secure resources. To explore the relationship between differentiation and the consolidation of recognizable identity element clusters, we examine the emergence of Organizational form in the early years of the Arizona charter school industry. This industry is particularly interesting for scholars studying institutional processes because the legislative mandate of the new industry was for schools to experiment and provide education in an unconventional manner. Thus, the legislative definition of the Organizational form or template for the charter school identity was intentionally underspecified. Using inductive analysis and regression models, we examine the process of identity realization occurring among charter schools and assess how the local institutional context of charter schools affected the realization process. The analyses demonstrate that new industries may come to be characterized by multiple element clusters; a single label for an Organizational form may be linked to different combinations of identity elements. Our results also demonstrate that identity realization at the Organizational level occurs through mimicry and differentiation processes and is facilitated by the local institutional context. In particular, the diversity of Organizational resources available to industry entrepreneurs enables identity differentiation from one's peers.
Ryan P. Larson - One of the best experts on this subject based on the ideXlab platform.
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Professionalization through attrition? An event history analysis of mortalities in citizen journalism
Information Communication & Society, 2018Co-Authors: Ryan P. Larson, Andrew M. LindnerAbstract:ABSTRACTDespite both scholarly and popular claims that citizen journalism (CJ) represents a growing democratizing force in the journalistic field, recent scholarship in the area has noted the decline of the Organizational Population of CJ. In this paper, we investigate how individual characteristics of sites and the dynamics of larger Organizational Population affect a CJ site’s risk of experiencing a mortality. Drawing on the largest sample to date of US-based English-language CJ sites, this study examines the risk of site mortality through an event history framework. Findings indicate that the strongest predictor of a site’s mortality is the age of the site, consistent with Organizational Population theory’s ‘liability of newness.’ We also find that for-profit and community-based sites have lower rates of site mortality, indicating that adopting legitimate conventions of journalism may serve as a protective buffer to site death. The results offer mixed evidence on whether CJ has become more professional...
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The Expansion and Contraction of the Journalistic Field and American Online Citizen Journalism, 2000-2012
2017Co-Authors: Andrew Micah Lindner, Ryan P. LarsonAbstract:While previous research has considered patterns of homogeneity and heterogeneity in the journalistic field, existing literature has largely ignored the factors that contribute to the growth and contraction of the field. Using citizen journalism (CJ) as a case study, we examine how four forces – Organizational Population dynamics, technological innovations, exogenous political events, and endogenous disruptions elsewhere in the field – shaped the growth of CJ over time and, consequently, the journalistic field. Using a snowball sampling method, we collected a “near-Population” of U.S.-based, English-language CJ sites (n=1829) to measure yearly density and rates of foundings and mortalities. The Population of CJ sites increased through most of the period, foundings declined after a spike in 2005, and mortalities rose dramatically after 2010. The results provide evidence that Organizational Population and technological change affected the size of the Population of CJ sites, while political upheaval and disruptions within professional journalism held less sway.
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The expansion and contraction of the journalistic field and American online citizen journalism, 2000–2012
Poetics, 2017Co-Authors: Andrew M. Lindner, Ryan P. LarsonAbstract:Abstract While previous research has considered patterns of homogeneity and heterogeneity in the journalistic field, existing literature has largely ignored the factors that contribute to the growth and contraction of the field. Using citizen journalism (CJ) as a case study, we examine how four forces – Organizational Population dynamics, technological innovations, exogenous political events, and endogenous disruptions elsewhere in the field – shaped the growth of CJ over time and, consequently, the journalistic field. Using a snowball sampling method, we collected a “near-Population” of U.S.-based, English-language CJ sites (n = 1829) to measure yearly density and rates of foundings and mortalities. The Population of CJ sites increased through most of the period, foundings declined after a spike in 2005, and mortalities rose dramatically after 2010. The results provide evidence that Organizational Population and technological change affected the size of the Population of CJ sites, while political upheaval and disruptions within professional journalism held less sway.
Brayden G King - One of the best experts on this subject based on the ideXlab platform.
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identity realization and Organizational forms differentiation and consolidation of identities among arizona s charter schools
Organization Science, 2011Co-Authors: Brayden G King, Elisabeth S ClemensAbstract:Organizations in an emerging Organizational Population face an identity problem. Collectively, organizations cannot yet rely on a coherent and stable definition of what membership in that new industry means. Individually, each organization must also establish its own distinctive identity to differentiate itself from competitors and secure resources. To explore the relationship between differentiation and the consolidation of recognizable identity element clusters, we examine the emergence of Organizational form in the early years of the Arizona charter school industry. This industry is particularly interesting for scholars studying institutional processes because the legislative mandate of the new industry was for schools to experiment and provide education in an unconventional manner. Thus, the legislative definition of the Organizational form or template for the charter school identity was intentionally underspecified. Using inductive analysis and regression models, we examine the process of identity realization occurring among charter schools and assess how the local institutional context of charter schools affected the realization process. The analyses demonstrate that new industries may come to be characterized by multiple element clusters; a single label for an Organizational form may be linked to different combinations of identity elements. Our results also demonstrate that identity realization at the Organizational level occurs through mimicry and differentiation processes and is facilitated by the local institutional context. In particular, the diversity of Organizational resources available to industry entrepreneurs enables identity differentiation from one's peers.
Eleanor D. Glor - One of the best experts on this subject based on the ideXlab platform.
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What Happens to Innovations and Their Organizations? Piloting an Approach to Research
The Innovation Journal, 2016Co-Authors: Eleanor D. Glor, Garry A. EwartAbstract:Introduction2Managers and personnel in all organizations have been strongly encouraged to innovate since the 1980s (e.g. Peters and Waterman, 1982; Drucker, 1985), but what happens to innovations and their organizations that innovate and why? Is innovation adaptive? Does it enhance survival? In order for innovations to fulfill their program or process objectives, they must first be fully implemented. Are they? They must identify and use efficacious models. Do they? Then they must survive. Do they? How does their survival compare to that of normal3 programs and organizations? Normal survival for organizations was established by Glor (2013).Is developing or implementing innovations4 good for the survival of organizations or is it a detriment? The answers to these questions are relevant for both researchers and practitioners.The next subsections identify what we know about factors contributing to and survival of innovations and organizations. They draw on the published literature for help understanding: (1) the factors correlating with Organizational fates for normal and changed Organizational Populations, (2) the demography of normal and changed Organizational Populations, and (3) the demography of innovations and their organizations.Factors influencing fate of programs and organizations. Only one study was found on a Population of programs-Corder (2004) examined USA programs run by Cabinet departments and independent agencies listed in the Catalogue of Federal Domestic Assistance (CFDA). Including programs in existence both in the starting year (1974) and ones created after that date, he found a 56 per cent program mortality rate in 26 years, a mean mortality rate of 2.2 per cent per year. Studies of normal and changed Organizational Populations identified independent (not dependent on the organizations) factors correlating significantly with reduced survival included: young Organizational age (Freeman, Carroll and Hannan, 1983), low endowment (Carroll and Hannan, 2000), small size (Bruderl and Schussler, 1990; Carroll and Huo, 1988; Fichman and Levinthal, 1991), fewer resources (Bruderl and Schussler, 1990; Singh, House and Tucker, 1986), high competition (Lewis, 2002), Republican politics (Lewis, 2002), narrow niche width and high Population density (Carroll and Huo, 1988). In governments, factors positively correlated with innovation survival included environmental health (deprivation negatively) (de Lancer Jules and Holzer, 2001), higher urbanization, more resources, and large size of full-time employee group. Being rural or small had negative associations. Damanpour (1987) nuanced the factors in 75 non-profit libraries in the USA. Survival analysis (e.g. time series, survivor function, hazard rate) was often used to identify differences in the fate of organizations. These same factors are potentially also affecting the fate of innovations and organizations.The demography of normal and some abnormal Organizational Populations and have been published (summarized Baum, 1996; Glor, 2013).5 Abnormal is defined as biased or outlier studies. Once biased and outlier studies were removed, Glor calculated a baseline mortality rate for the 21 normal Organizational Populations6: the mortality rates for all 21 Organizational Population studies were less than 1.3 per cent per year. The baseline mortality rate in non-profit sector and private sector Populations was lower than for the public (government) sector (Glor, 2015: Figure 9.1). The mortality rate for the ten public sector Populations was under 1.3 per cent. These rates could be compared to the mortality rates of innovative public sector Populations, should such research be done.The mortality rates of two changed Organizational Populations have also been studied. In a first study, Singh, House, and Tucker (1986) studied all 389 voluntary (non-profit) sector day care centres coming into existence from 1970 to 1980 in Toronto, Canada. They studied six types of changes: in goals, sponsorship, chief executive, service areas, location, and structure (e. …
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Studying the Impact of Innovation on Organizations, Organizational Populations and Organizational Communities: A Framework for Research
The Innovation Journal, 2014Co-Authors: Eleanor D. GlorAbstract:ABSTRACTThis paper examines whether and how the impact of innovation on organizations can be determined. Following a discussion of four possible conceptual paradigms, it develops a framework for studying the impact of innovations on their organizations. The paper argues that there are four main aspects to the impact of innovation that require four different approaches:(1) Successful and unsuccessful cases of implementation of individual innovations that achieve/do not achieve their chosen objectives and the effects of innovations on (2) employees, (3) Organizational functioning, and (4) Organizational structures. Accordingly, it frames the research within four possible research approaches (case studies, people, functions, structures), loosely based on Burrell and Morgan's (1979) and Gioia and Pitre's (1990) Organizational paradigms. The first approach focuses research on the impact of individual innovations on individual issues and individual organizations, Organizational Populations, and Organizational communities. The second approach studies impacts on people; the third emphasizes inputs and Organizational adaptation; and the fourth the impact on structures and survival of organizations, Populations and communities. The framework identifies definitions of innovation suitable for each approach, what each approach is most suited to studying, their levels of analysis, suitable methodologies and measures, and the types of impacts each is capable of revealing.Keywords: Impact of innovation, innovative organization, innovative Organizational Population, Organizational community, Organizational demography; research framework.IntroductionWhile private sector, non-profit sector and public sector innovation has been vigorously promoted for two generations, the impacts of innovation have not been determined. When the impacts of innovation have been addressed, the focus has tended to be the effect on economic performance at the firm (Evangelista and Vezzani, 2010) and country levels (Sapprasert and Clausen, 2012). During this period, the primary focus of public sector innovation has been strategies and methods to reduce use of public resources, create agencies and privatize government functions (the New Public Management), not the impact of the innovations. Several authors have noted the lack of attention to the impacts of the set of innovations known as the New Public Management (Christensen and Laegreid, 2006: 2; Pollitt, 2001: 480). Damanpour (1991: 584) recommended expanding the scope of innovation studies to include evaluation of the consequences of innovation.The innovation literature has tended to focus on the successful implementation of innovations and making appropriate tactical choices about when to innovate and when to delay/selectively adopt innovations (de Lancer Julnes and Holzer, 2001). There is much to be learned, however, from innovations that fail, but they are difficult to research. A clear distinction must be made between innovations that are not fully implemented or that fail and ones that are fully implemented and accomplish their objectives in determining the effect on Organizational survival. As well, organizations have many other objectives that include supporting employees, achieving Organizational objectives and assuring the organization survives. This paper's objectives are to identify ways to determine the impact of innovations on their organizations and to develop a research framework for doing so. The term "impact" is defined to include both the results of the innovation's intervention (outcomes) and the broader effects of the innovation. The paper builds a framework for research on the impact of innovation on organizations that addresses both the impact of individual innovations and innovations' impacts on Organizational people, functioning and structures. Each approach is seated within a different conceptual paradigm. The paradigms are described, then the paper develops an approach and explores innovation within each paradigm, by discussing the different definitions of innovation used by each approach, what each is most suited to studying and the issues that can best be studied within them, levels of analysis implied, methodologies and measures that could be used, and the impacts that can best be studied within each approach. …
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Do Innovative Organisations Survive Longer Than Non-Innovative Organisations? Initial Evidence from an Empirical Study of Normal Organizations
The Innovation Journal, 2013Co-Authors: Eleanor D. GlorAbstract:ABSTRACTThe literature focuses on innovation as an adaptive mechanism. From functionalist and evolutionary adaptation perspectives, innovative Organizational Populations should be expected to survive longer than normal ones, because innovative organizations and Populations should be more adaptive than normal ones. The mortality rates of innovative Organizational Populations have not been identified, however, and the proposition of lower levels of mortality has not been tested. While the mortality rates of a number of Organizational Populations are known from the literature, the normal mortality rate for Organizational Populations has not been established either. This paper sets the stage for comparison of innovative organizations and Populations to normal Organizational Population by identifying normal Organizational Population mortality rates. It concludes by discussing the basics of determining the mortality rate of innovative Organizational Populations.The approach to identifying normal Organizational Population mortality is demographic and the methodology a research synthesis of Organizational Population mortality studies described in the academic literature. It identifies the range of normal (mean) Population mortality rates for all Organizational Populations assessed, and for the private (PS), non-profit (NPS) and public sectors (PSE) separately. A search of the literature for Organizational Population mortality studies found 33 published studies including one usable database (on the Internet). To assure only appropriate studies were included in the analysis, two criteria (screenings) were first applied to them: (1) unbiased study, covering a full Population, and (2) not an outlier Population. Twenty-eight studies met the standards set for the first screening and of these 21 survived the second screening. The expectation was that mortality rates would be highest in the PS; surprisingly, the highest mean mortality rates were discovered in the PSE (in the American federal government) followed by the PS. Should researchers be interested in studying innovative Organizational Populations using an Organizational demography approach, recommendations are made as to how this could be done.Key words: Organizational demography, Organizational ecology, Organizational mortality, Organizational Population mortality, public sector innovation, innovative organization, mortality of innovative Organizational PopulationsIntroductionInnovation has been promoted for all Organizational sectors for two generations. We know little, however, about the impact of innovativeness on the survival of organizations or innovative Organizational Populations in any of the three societal sectors-the private sector (PS), non-profit (NPS) and public sector (PSE). To determine whether innovative Organizational Populations have different mortality rates than normal Populations requires creation of a theory linking the effect of innovation on the mortality of its organization and its Population, a methodology for tracking this link and the identification of a normal Organizational Population mortality rate against which to compare the results for innovative Populations. This paper addresses the third element. First, normal Organizational Population rates are established. Then, suggestions are made for a methodology for researching innovative Organizational Populations. To discuss these issues effectively requires clarity of concepts, so the paper begins with a discussion of key concepts in Organizational demography.DefinitionsAn Organizational Population is all or almost all of the organizations in a Population, a Population being, for example, an industry or all of the newspapers in a country or all of the trade associations in a country or all of the departments and agencies in a government. It is proposed that in the public sector (the publicly-owned sector) a Population is a government responsible for a wide territory and a wide range of programs and services, such as a provincial or federal or a large local government but likely not a small local government. …
Andrew M. Lindner - One of the best experts on this subject based on the ideXlab platform.
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Professionalization through attrition? An event history analysis of mortalities in citizen journalism
Information Communication & Society, 2018Co-Authors: Ryan P. Larson, Andrew M. LindnerAbstract:ABSTRACTDespite both scholarly and popular claims that citizen journalism (CJ) represents a growing democratizing force in the journalistic field, recent scholarship in the area has noted the decline of the Organizational Population of CJ. In this paper, we investigate how individual characteristics of sites and the dynamics of larger Organizational Population affect a CJ site’s risk of experiencing a mortality. Drawing on the largest sample to date of US-based English-language CJ sites, this study examines the risk of site mortality through an event history framework. Findings indicate that the strongest predictor of a site’s mortality is the age of the site, consistent with Organizational Population theory’s ‘liability of newness.’ We also find that for-profit and community-based sites have lower rates of site mortality, indicating that adopting legitimate conventions of journalism may serve as a protective buffer to site death. The results offer mixed evidence on whether CJ has become more professional...
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The expansion and contraction of the journalistic field and American online citizen journalism, 2000–2012
Poetics, 2017Co-Authors: Andrew M. Lindner, Ryan P. LarsonAbstract:Abstract While previous research has considered patterns of homogeneity and heterogeneity in the journalistic field, existing literature has largely ignored the factors that contribute to the growth and contraction of the field. Using citizen journalism (CJ) as a case study, we examine how four forces – Organizational Population dynamics, technological innovations, exogenous political events, and endogenous disruptions elsewhere in the field – shaped the growth of CJ over time and, consequently, the journalistic field. Using a snowball sampling method, we collected a “near-Population” of U.S.-based, English-language CJ sites (n = 1829) to measure yearly density and rates of foundings and mortalities. The Population of CJ sites increased through most of the period, foundings declined after a spike in 2005, and mortalities rose dramatically after 2010. The results provide evidence that Organizational Population and technological change affected the size of the Population of CJ sites, while political upheaval and disruptions within professional journalism held less sway.