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> en-US <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> management.journal.aims@gmail.com (The M@n@gement Editorial Team) emma.csemiczky@openacademia.net (Emma Csemiczky) Wed, 01 Jun 2022 01:47:13 -0700 OJS http://blogs.law.harvard.edu/tech/rss 60 Meta-Organizations: A Clarification and a Way Forward https://management-aims.com/index.php/mgmt/article/view/8728 <p>In this introduction, we reemphasize some key parts of meta-organization theory and their implications for understanding meta-organizations and meta-organizing processes. We clarify what meta-organizations are and what they are not and then analyze their key purposes and activities. We then present the papers of the special issue and discuss venues for future research. Although many key contributions have been made to meta-organization theory and research, there are many more things to investigate before we know as much about meta-organizations as we know about individual-based organizations.</p> Héloïse Berkowitz, Nils Brunsson, Michael Grothe-Hammer, Mikaela Sundberg, Bertrand Valiorgue Copyright (c) 2022 Héloïse Berkowitz, Nils Brunsson http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/8728 Wed, 01 Jun 2022 00:00:00 -0700 Digital Platforms as Members of Meta-Organizations: A Case Study of the Online Advertising Market https://management-aims.com/index.php/mgmt/article/view/4196 <p>Digital platforms such as Google, Facebook, and Microsoft are powerful firms, which benefit from having substantial resources and central positions in online industries. Although they are capable of defending their interests autonomously, they still get involved in and fund collective initiatives such as meta-organizations (MOs – i.e., organizations that have organizations as their members), particularly in the online advertising sector. In this article, which is based on an in-depth qualitative case study, we analyze what digital platforms gain from being members of MOs and, reciprocally, what the MOs gain from having these actors as members. We also investigate how these platforms act as MO members, paying attention to the existing literature on MOs. We focus on the Coalition for Better Ads MO, a collective initiative aiming to counter the rise of online ad-blocking. We show that digital platforms that operate in the online advertising market and as web browsers make a significant contribution to the MO. To this end, the MO delegates several organizational elements (i.e., monitoring and sanctioning) to these firms. This delegation reinforces the position of these members and helps them to change the organization of the whole market to their advantage as they control the advertising features (i.e., formats) of their rivals (publishers). The MO gains in credibility and efficiency, but, reciprocally, the MO gives legitimacy to the actions of the platforms, thereby reducing the risk of conflict with stakeholders.</p> Théophile Megali Copyright (c) 2022 Théophile Megali http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4196 Wed, 01 Jun 2022 00:00:00 -0700 Meta-Organizations in the Making. A Multiple Case Study of Multi-Stakeholder Meta-Organizations for Social Innovation https://management-aims.com/index.php/mgmt/article/view/4202 <p>There is a lack of research on the meta-organization creation process despite it being central to understanding this form of organization (Ahrne &amp; Brunsson, 2005, 2008; Valente &amp; Oliver, 2018). In this paper, we investigate the process that underlies the creation of Multi-Stakeholder Meta-Organizations (MSMOs). We explore MSMOs ‘in the making’ through a multiple case study of four meta-organizations with a social innovation purpose. We identify a three-stage MSMO creation process that takes place through the simultaneous occurrence of three major elements: the logic of action of MSMO members, MSMOs’ evolving boundaries, and their organizing practices. We show that the MSMO creation process is based on the coordination, negotiation, and actualization of the practices of meta-organization members rather than on structural conditions. In addition, the MSMO creation process begins with the involvement of a leading organization, which decides to create an informal group of member organizations before the effective creation of a formal organization.</p> Jennifer Saniossian, Xavier Lecocq, Christel Beaucourt Copyright (c) 2022 Jennifer Saniossian, Xavier Lecocq, Christel Beaucourt http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4202 Wed, 01 Jun 2022 00:00:00 -0700 Same but Different: Meta-Organization and Collective Identity Dynamics https://management-aims.com/index.php/mgmt/article/view/4228 <p>This article analyzes how a meta-organization (M-O) can shape a coherent collective identity over time. Previous foundational work on identity formation in M-Os has provided fragmented but insightful ideas on several activities that this process entails. However, we currently lack a dynamic, integrative, and empirically supported model that demonstrates how these activities interrelate to shape a coherent collective identity over time. Using an in-depth case study of an association of cider producers in Québec (Canada) over a 23-year period, we develop a model of collective identity dynamics, in which an M-O plays an orchestrator role that is both dual and continuous. On the one hand, an M-O balances the internal identity claims of its organizational members through alignment and differentiation. On the other hand, an M-O builds an externally coherent identity by assembling and positioning legitimacy among institutional actors. Our paper provides new insights into activities performed by an M-O during identity creation by analyzing whether this process includes both organizational and institutional actors, thereby reinforcing the intermediary nature of an M-O. Furthermore, it contributes to the collective identity dynamics literature by elaborating the stabilizing role of a bounded organization in collective identity dynamics at the interorganizational level.</p> Eric Michael Laviolette, Sébastien Arcand, L. Martin Cloutier, Laurent Renard Copyright (c) 2022 Michael Laviolette, Sebastien Arcand, Martin Cloutier, Laurent Renard http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4228 Wed, 01 Jun 2022 00:00:00 -0700 A Necessary Evil: The Role of the Secretariat in Effective Meta-Organizations. Lessons from the Multilevel Study of a Business Cooperative https://management-aims.com/index.php/mgmt/article/view/4227 <p>Meta-organizations (MOs) are organizations whose members are organizations. They are a collective form of organizing and are often coordinated by a secretariat, an entity that is created within the MO. The secretariat is responsible for achieving the purpose of the MO on behalf of the member organizations. We study how the secretariat may contribute to make the MO more effective at achieving its members purpose. We rely on an in-depth case study to show how a business cooperative of organic retailers became what can be labeled as a ‘strong meta-organization’, that is, an organization able to sustain itself and to achieve its purpose while protecting membership by preserving the engagement of its member organizations within the MO. Paradoxically, the member organizations became increasingly dependent on their MO as it became more effective at achieving its purpose. To become more effective, the MO granted its secretariat with three types of control prerogatives: technical, bureaucratic, and political. Therefore, the dependence that members experience when they join an MO may be considered as a necessary evil as it appears as a consequence of its effectiveness, effectiveness being defined as the ability to achieve the common purpose of members. This research contributes to MO theory by highlighting the role played by the secretariat in the effectiveness of an MO. We contend that the MO theory should better integrate the study of the secretariat into this stream of research, making room for more actorhood in characterizing MOs as specific social objects.</p> Benoît Roux, Xavier Lecocq Copyright (c) 2022 Benoit Roux, Xavier Lecocq http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4227 Wed, 01 Jun 2022 00:00:00 -0700 A Tribute to Roland Calori’s Scholarly Legacy, 20 Years Later https://management-aims.com/index.php/mgmt/article/view/8700 Tugrul Atamer, Rodolphe Durand, Philippe Monin, Philippe Very Copyright (c) 2022 Philippe Monin http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/8700 Wed, 01 Jun 2022 00:00:00 -0700 Fiction as an Instrument of Conceptual Exploration https://management-aims.com/index.php/mgmt/article/view/8701 Mathias Béjean Copyright (c) 2022 Mathias Béjean http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/8701 Wed, 01 Jun 2022 00:00:00 -0700 Portrait of the Homo Academicus as a Messy Female Investigator https://management-aims.com/index.php/mgmt/article/view/8463 Eve Lamendour Copyright (c) 2022 Eve Lamendour http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/8463 Wed, 01 Jun 2022 00:00:00 -0700