The Experts below are selected from a list of 85020 Experts worldwide ranked by ideXlab platform
Sven Modell - One of the best experts on this subject based on the ideXlab platform.
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financialisation as a Strategic Action field an historically informed field study of governance reforms in chinese state owned enterprises
Critical Perspectives on Accounting, 2017Co-Authors: Sven Modell, Chunlei YangAbstract:Abstract This paper extends extant research on financialisation, which has mainly evolved in advanced capitalist economies, through an historically informed field study of governance reforms in Chinese state-owned enterprises (SOEs). Mobilising the theory of Strategic Action fields (SAFs), we conceptualise the evolution of such reforms as a protracted framing process where different actors sought to influence the meanings attributed to shareholder-focussed governance practices. We examine how challengers of extant governance practices, such as the World Bank, and incumbent actors representing the interests of the Chinese state vied for influence over governance reforms and how various regulatory bodies, assuming the role of internal governance units (IGUs), enjoyed varying degrees of success in advancing context-specific governance practices. Shareholder-focussed accounting techniques, such as Economic Value Added (EVA™), played an increasingly salient role in this process. Yet, emerging governance practices primarily came to reflect the interests of the Chinese state in maintaining and increasing the value of state assets whilst preserving its political control of SOEs. We contribute to the literature on financialisation by showing how pressures for shareholder value creation can be channelled into governance practices which attenuate the pervasive effects of financialisation in contemporary society. We also contribute to research on accounting in emerging economies by exploring the under-researched role of IGUs in the local adaptation of “Western” governance practices. We discuss how future studies can bring these bodies of research closer together and extend research on financialisation to a wider range of institutional contexts.
Mark Diesendorf - One of the best experts on this subject based on the ideXlab platform.
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who owns an energy transition Strategic Action fields and community wind energy in denmark
Energy research and social science, 2017Co-Authors: Franziska Mey, Mark DiesendorfAbstract:Abstract This paper investigates the development of, and changes in, the field of community renewable energy in Denmark since it commenced in the late 1970s. The focus is on community wind projects. We use an organisational and institutional theory perspective following Fligstein and McAdam’s concept of Strategic Action fields. Within this framework we explore the rise, decline and revitalisation of CRE fields and respond to the research question of ‘how and why the field of CRE in Denmark changed’. Input data comprise document analysis supplemented by quantitative and qualitative data analysis. The results indicate the following: firstly, the mobilisation of CRE Action is closely related to normative elements of shared identification and objectives that go beyond environmental and technology motivations. Secondly the state dependence and growth trajectory requires some additional support structures that are able to reflect the unique nature of CRE projects. Thirdly, top-down measures accompanied by local approaches ensure that the acceptance of RE can be fostered through the CRE approach.
David J. Hess - One of the best experts on this subject based on the ideXlab platform.
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Sustainability transitions and Strategic Action fields: A literature review and discussion
Environmental Innovation and Societal Transitions, 2021Co-Authors: Gregor Kungl, David J. HessAbstract:Abstract With the growing attention to political dimensions of sustainability transitions (STs), researchers have shown interest in theoretical frameworks from policy studies and sociology. A framework that has growing popularity is the theory of Strategic Action fields (SAF) as developed by Fligstein and McAdam (2011; 2012). This review shows 1) how the integrated and holistic approach of SAF theory can contribute to growing interest in ST research in institutions, power, and agency; and 2) how ST researchers have modified and extended SAF theory. Based on a systematic sample of publications, the study identifies five theoretical clusters of SAF theory in ST research: actor relations and resources; change, emergence, and destabilization of fields; field rules; agency, framing, and coalitions; and Strategic Action in an interfield matrix. The potential of field theory as an analytical framework for ST research is discussed and critically assessed.
E. Patrick Mcdermott - One of the best experts on this subject based on the ideXlab platform.
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Transformation of State-owned Enterprises in China: A Strategic Action Model
Management and Organization Review, 2013Co-Authors: Runtian Jing, E. Patrick McdermottAbstract:Transformation is a vital challenge for Chinese state-owned enterprises (SOEs) and their top managers. To explore this increasingly important topic, we first summarize the institutional context of SOE transformation and the conflicting interests and interdependent relationships of six major actors as inside/outside stakeholders. Based on the Strategic Action view of institutional analysis, we emphasize the role of the change agent's level of aspiration and political skills in transforming an SOE. Then, through inductive case studies on the transformation of three SOEs, we address how top managers, acting as change agents, can initiate and engage in institutional change through Strategic Actions such as negotiation, manipulation, and coercion; we also illustrate how they adopt different Actions to influence different actors. Based on the inductive results, we develop a theoretical model, which we refer to as the ‘Strategic Action model’ that shows how the aspiration level, political skills, Strategic Actions, and change outcomes interrelate and offer insights into the Strategic Action of top managers as change agents. Our most important contribution is revealing the interplay between the proactive role of inside actors as change agents and the enabling condition of institutional context.
William Ocasio - One of the best experts on this subject based on the ideXlab platform.
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Is that an opportunity? An attention model of top managers' opportunity beliefs for Strategic Action
Strategic Management Journal, 2016Co-Authors: Dean A. Shepherd, Jeffery S. Mcmullen, William OcasioAbstract:Research summary: Exploiting opportunities is critical to a firm's competitive advantage. Not surprisingly, there has been considerable interest in the processes by which top managers allocate attention to potential opportunities. Although such investigations have largely focused on top-down processes for allocating attention to the environment, some studies have explored bottom-up processes. In this article, we consider both top-down and bottom-up processing to develop a model by which top managers form opportunity beliefs for Strategic Action depending on the allocation of transient and sustained attention. Specifically, this attentional model provides insights into how a top manager's attention is allocated to identify potential opportunities from environmental change and explores how different modes of attentional engagement impact the likelihood of forming beliefs about radical and incremental opportunities requiring Strategic Action. Managerial summary: Managers are interested in noticing and exploiting opportunities because the exploitation of an opportunity represents an important Strategic Action. Noticing and exploiting opportunities depends on how and where top managers allocate their attention. Managers can focus attention based on their knowledge and experience or as a result of something in the environment capturing their attention. In this paper, we consider both knowledge-driven and environment-driven processes for allocating attention to form opportunity beliefs. This opportunity belief arises from a two stage process. The first stage explains how a top manager identifies environmental changes as potential opportunities. The second stage explains how the top manager forms a belief that these identified environmental changes represent a radical or incremental opportunity worthy of exploitation. Copyright © 2016 John Wiley & Sons, Ltd.