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> Of ‘Spectres’ and ‘Ghosts’: Transitional and Contradictory Identifications with the Founder’s Spirit https://management-aims.com/index.php/mgmt/article/view/4525 <p>In what way does a leader influence an organisation when traces of her/his presence remain after his/her departure? Our paper explores the persistent influence of the spirit of the absent founder on employee identification through the metaphors of the ‘spectre’ and the ‘ghost’. From a single case study, we show that, after a first phase of identity construction and identification of members with the organisational identity established by the founder, his departure leads to changes still influenced by the persistence of the symbolic imprint of his spirit. In a second phase, this influence takes the form of a spectre that remains a malleable reference point and leads to a transitional identification, characterised by the shift between two organisational identities: from the declining old one to the burgeoning new. In a third phase, this conversion is threatened by the symbolic return of the founder, as an imposing ghost, with the announcement of a new company strategy based on the original identity forged by the founder. This return will lead to a process of contradictory identification amongst employees now divided between two organisational identities. Our article contributes to the understanding of the persistence of a founder’s influence by suggesting the existence of two different types of spirit with distinct organisational impacts: the spectre and the ghost. Furthermore, we add to the identity literature by proposing the concepts of transitional and contradictory identification to describe the development of parallel processes of disidentification and identification. Finally, we contribute to research on organisational founders by showing that the return of their ghost may have a negative impact on organisations when employees wish to disengage from the past and engage with new alternative identities.</p> Isabelle Galois-Faurie Marcos Barros François Grima Copyright (c) 2022 Isabelle Galois Faurie http://creativecommons.org/licenses/by-nc/4.0 2022-09-15 2022-09-15 1–21 1–21 10.37725/mgmt.v25.4525 Macro-Level Determinants of Entrepreneurship and Endogeneity Bias – A Methodological Contribution https://management-aims.com/index.php/mgmt/article/view/5541 <p>The eclectic theory of entrepreneurship has identified several macro-determinants of national entrepreneurial activities. Taking advantage of the availability of new databases, several recent empirical studies have sought to test these determinants in multicountry studies using multivariate regression models. Due to the lack of consensus around their results, this paper posits that this empirical literature may be subject to endogeneity bias, which seriously threatens its accuracy, consistency, and reliability, as well as the effectiveness of the resulting management and policy recommendations. Consequently, we methodologically demonstrate why and how endogeneity occurs in these studies by analyzing their empirical and theoretical models. We also provide a step-by-step guide to help researchers understand how to detect and correct endogeneity using IV techniques applied to a panel data analysis of the macro-determinants of early-stage entrepreneurship in a sample of 48 countries between 2000 and 2019. A ‘toolkit’ of generic STATA software commands specifying the tests, methods, and assumptions performed in this analysis is included. In doing so, we aim to raise awareness of endogeneity bias among researchers and to empirically guide future studies in order to avoid its hazards. Finally, after correcting for endogeneity, our analysis identifies the protection of property rights, entrepreneurial culture, income, and economic development as the most consistent macro-determinants of early-stage entrepreneurship, providing important policy and business insights.</p> Brahim Gaies Adnane Maalaoui Copyright (c) 2022 Brahim Gaies, Adnane Maalaoui http://creativecommons.org/licenses/by-nc/4.0 2022-09-15 2022-09-15 22–38 22–38 10.37725/mgmt.v25.5541 Making Strategy Out of Everyday Tools: A Collective Bricolage Perspective https://management-aims.com/index.php/mgmt/article/view/4560 <p>In this article, we explore how non-strategy tools – which we call ‘occupational’ because they emerge from actors’ daily work – allow managers to strategize. Specifically, we focus on the crafting process of such tools, or what we call the strategy tooling process. We take an organizational bricolage perspective to identify the resources that practitioners draw upon in the tool crafting process and the types of dialogues they engage in. Empirically, we draw upon our comparison of two longitudinal case studies to identify a process model of collective bricolage. Combining the literature on collective bricolage with strategy tools allows to cast light on the emergence of strategy from the bottom up. Our contributions are twofold. First, we identify different categories of repertoires and dialogues and highlight their dynamic interactions in the process of bricolage. Second, our study of dialogues broadens the practice perspective on tools beyond the discursive turn. This paper is also relevant for managerial practice at a time when a growing interest in a participatory approach to strategy requires an understanding of how occupational tools help carry out strategy at the operational level.</p> Isabelle Corbett-Etchevers Aura Parmentier-Cajaiba Copyright (c) 2022 Isabelle Corbett-Etchevers, Aura Parmentier Cajaiba http://creativecommons.org/licenses/by-nc/4.0 2022-09-15 2022-09-15 39–56 39–56 10.37725/mgmt.v25.4560 When Three Is Better than Two: How Culture Can Bridge Collaboration in Globally Distributed Teams https://management-aims.com/index.php/mgmt/article/view/4575 <p>Globally distributed teams (GDTs) have become essential tools for organisations to expand, quickly adapt and restructure to remain competitive in the current economic climate. The theoretical literature has been discussing the advantages, but also the barriers, limitations and challenges in GDTs’ internal practices and processes. However, scholars have not yet sufficiently examined empirically the implications of cultural differences when teams operate in virtual contexts. To address this gap, this study aims to explore how different cultures interact and stimulate work collaboration in GDTs. Following the acquisition and merger of Volvo and Renault, we conducted a qualitative study of the collaborative work of GDTs located in Brazil, Sweden and France during the creation of Volvo Group’s VM truck. Our results highlight that the interaction of the three involved national cultures led to better collaboration between members of a GDT. Furthermore, as a managerial contribution, this study suggests that culture can be understood as an agent of transformation to facilitate or improve the collaboration process.</p> Rosana Silveira Reis Camilla Quental Eric van Heck Copyright (c) 2022 Rosana Silveira Reis, Eric van Heck, Camilla Quental http://creativecommons.org/licenses/by-nc/4.0 2022-09-15 2022-09-15 57–73 57–73 10.37725/mgmt.v25.4575 The Interpreters https://management-aims.com/index.php/mgmt/article/view/8871 <p>Data we collect and use in organisation and management studies look like ‘cold cases’. We want to offer more conversations, interpretations, arguments and even disputes. The ‘Interpreters’ is a nexus where academics invite colleagues and friends to analyse and discuss freely an argument, raw data, cases and qualitative materials.</p> Anissa Pomiès Vivien Blanchet Boris H. J. M. Brummans Camille Vézy Copyright (c) 2022 Anissa Pomiès http://creativecommons.org/licenses/by-nc/4.0 2022-09-15 2022-09-15 74–84 74–84 10.37725/mgmt.v25.8871 Research as Reparation. Studying to Soothe https://management-aims.com/index.php/mgmt/article/view/8681 Jean-Philippe Bouilloud Copyright (c) 2022 Jean-Philippe Bouilloud http://creativecommons.org/licenses/by-nc/4.0 2022-09-15 2022-09-15 85–89 85–89 10.37725/mgmt.v25.8681