M@n@gement https://management-aims.com/index.php/mgmt <p>M@n@gement is the first open access journal in management, strategy and organization theory. Supported by the AIMS (<a href="http://www.strategie-aims.com/" target="_blank" rel="noopener">Association Internationale de Management Stratégique</a><a href="http://www.strategie-aims.com/">ion</a>), this well-ranked, double blind peer-reviewed journal has been publishing original research articles improving our understanding of organizational phenomena for more than 20 years. We encourage creative and novel research which relies on new and nontraditional theories, methods, and/or database.</p> AIMS en-US M@n@gement 1286-4692 <p><span style="color: #4b7d92;">Authors retain copyright of their work, with first publication rights granted to the AIMS.&nbsp;</span></p> <p>&nbsp;</p> <p>&nbsp;</p> The Interplay between Internal and External Identity Work when Institutional Change Threatens the Collective Identity: The Case of a Wholesaler Faced with the Rise of Central Purchasing https://management-aims.com/index.php/mgmt/article/view/4535 <p>An organization’s identity, as defined by its members, must be aligned with its collective identity prescribed by institutions. This alignment is broken when an institutional change threatens the collective identity and jeopardizes the existence of a group of organizations. They then undertake to carry out identity work, both internal and external, in order to establish a new alignment. Based on a single case study, this research article explores the interplay between the two forms of identity work: internal and external. The findings of this study reveal that introspective internal identity work feeds the work to repair the collective identity with traditional values that have been rediscovered thanks to a reflexive examination of self by the organization. By internal extrospection identity work, the external identity repair work is fed with new values that the organization internalizes and enacts in its practices. Based on these findings, this article puts forward new theoretical propositions, as well as a model of the interplay between internal and external identity work that aims to realign the organization’s identity with that of the collective.</p> Sophie Michel Karim Ben-Slimane Copyright (c) 2021 Sophie Michel, Karim Ben-Slimane http://creativecommons.org/licenses/by-nc/4.0 2021-09-15 2021-09-15 1 18 10.37725/mgmt.v24.4535 Reward Crowdfunding: Who to Attract at the Beginning of the Campaign? An Analysis in Terms of Revealed Networks of Preferences https://management-aims.com/index.php/mgmt/article/view/4530 <p>This research study combines the theoretical teachings of revealed preferences, signal theory and weak tie theory to better understand the dynamics at work at the beginning of a campaign and to explain its success. By identifying the revealed preferences of early backers through their common past contributions, we characterize as strong or weak the nature of the complex preference ties between them. We build networks of the contributions made by the individuals identified as early backers to 9,425 campaigns run on the Ulule platform between July 2010 and September 2014. The results of this study underline the importance of the presence of strong preference ties between early backers and other platform users for the success of campaigns. They also corroborate the theory of the strength of weak ties. Later in the campaign, the intervention of backers with less specific preferences, in the position of intermediaries, positively influences the future outcome by accelerating the fundraising speed at the beginning of the campaign.</p> Karima Bouaiss Ludovic Vigneron Copyright (c) 2021 Karima Bouaiss, Ludovic Vigneron http://creativecommons.org/licenses/by-nc/4.0 2021-09-15 2021-09-15 19–40 19–40 10.37725/mgmt.v24.4530 Temporal Dynamics of Deinstitutionalization – The Case of Asbestos in France https://management-aims.com/index.php/mgmt/article/view/4570 <p>Through the controversial history of asbestos use in France, we study a long deinstitutionalization process marked by alternating phases of acceleration and deceleration. To understand these changes of pace, we reveal interactions over the long term between action profiles that differ in terms of the type of agency (strategic or pragmatic) and the resource mobilization process (leveraging, accumulation, or convening) involved. Analyzing a rich corpus of documentary data triangulated with interviews, we draw up a schema of the complex deinstitutionalization process concerning asbestos in France. We then set out four theoretical propositions about the temporal dynamics of deinstitutionalization: (1) defensive action essentially involves leveraging efforts that promote long phases and help to slow down the pace of deinstitutionalization; (2) disruptive action produces slow, incremental effects through marginal integration of changes into existing institutional schemas. The acceleration phase of deinstitutionalization is temporally bounded by the disruptive actors’ resources; (3) the acceleration and deceleration phases of deinstitutionalization hinge on the perception of urgency, which is a factor of instrumentalization for strategic actors; and (4) convening is a form of mobilization that significantly slows down the pace of deinstitutionalization.</p> Hélène Peton Antoine Blanc Copyright (c) 2021 Hélène Peton, Antoine Blanc http://creativecommons.org/licenses/by-nc/4.0 2021-09-15 2021-09-15 40–55 40–55 10.37725/mgmt.v24.4570 The Corporate Accelerator: A New Kind of Strategic Factor Market to Access Strategic Resources https://management-aims.com/index.php/mgmt/article/view/4576 <p>Corporate accelerators are often viewed as a way to capture innovation from startups. In this study, we present a fresh understanding of the specific role of corporate accelerators in accessing a number of strategic resources held by startups other than innovation. This research study explores the ways in which corporations use corporate accelerators to acquire resources held within the strategic factor markets in which startups compete. Using six in-depth case studies of corporate accelerators and 43 interviews with accelerators, corporations, and startups, we investigate the type of strategic resources that can be accessed by firms via corporate accelerators. We also explain the dynamics through which corporations gain access to some of these strategic resources.</p> Fernanda Arreola Véronique Favre-Bonte Sébastien Tran Copyright (c) 2021 Fernanda Arreola, Véronique Favre-Bonte, Sébastien Tran http://creativecommons.org/licenses/by-nc/4.0 2021-09-15 2021-09-15 56–71 56–71 10.37725/mgmt.v24.4576 How Much Does Strategy Matter, Really? https://management-aims.com/index.php/mgmt/article/view/8034 Peter G. Klein Eirik Sjåholm Knudsen Lasse B. Lien Copyright (c) 2021 Peter G. Klein, Eirik Sjåholm Knudsen , Lasse B. Lien http://creativecommons.org/licenses/by-nc/4.0 2021-09-15 2021-09-15 72–76 72–76 10.37725/mgmt.v24.8034 A Relational Theory of Organization Creation About Making: Anthropology, Archaeology, Art and Architecture by Tim Ingold (2013) https://management-aims.com/index.php/mgmt/article/view/4959 <p>In his book <em>Making: Anthropology, Archaeology, Art and Architecture</em>, Tim Ingold describes human action after having studied the four fields mentioned in the title. The anthropologist recommends that researchers live with the group of people being studied. He criticizes the hylemorphic approach of human action, according to which human beings are seen to impose a preconceived form from their mind onto matter, or the material. Instead, he proposes a theory of life in society based on so-called lines of correspondence. Drawing on the cases of a prehistoric human being, a medieval craftsperson and an artist, he sees these to be experiencing, with other beings and with objects, lines of correspondence defined by attention and transformation and which are developed in a process.</p> Odile Paulus Copyright (c) 2021 Odile Paulus http://creativecommons.org/licenses/by-nc/4.0 2021-09-15 2021-09-15 77–84 77–84 10.37725/mgmt.v24.4959 Sorry, We Missed You – Unveiling the XXIst Century Proletarian Life https://management-aims.com/index.php/mgmt/article/view/6330 Florent Giordano Fabien Tarrit Copyright (c) 2021 Florent Giordano, Fabien Tarrit http://creativecommons.org/licenses/by-nc/4.0 2021-09-30 2021-09-30 10.37725/mgmt.v24.6330