Melbourne Business School - Research Publications

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Subject: Business and Management; Marketing ×

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    Meanings on multiple levels: The influence of field-level and organizational-level meaning systems on diffusion
    Love, EG ; Cebon, P (WILEY, 2008-03)
    abstract This study considers how organization‐level and field‐level meaning systems affect when firms adopt administrative innovations. We use a sample of over 1200 manufacturing sites to test hypotheses regarding the timing of adoption of Manufacturing Best Practice programmes. The results indicate that compatibility of the diffusing practice with the organization's internal meaning system is an important predictor of when firms adopt such programmes. However, the influence of such compatibility declines for later adopters – consistent with institutional pressures in the form of field‐level meaning systems playing an increasing role over time. We also find that this decline occurs for sites with high exposure to institutional pressures, but not for sites with lower exposure. The findings suggest that internal meaning systems and differential exposure moderate the role of institutional pressures in the diffusion of administrative innovations. We discuss implications for theory and research on institutionalization and the diffusion of innovations.
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    TRUST REPAIR AFTER AN ORGANIZATION-LEVEL FAILURE
    Gillespie, N ; Dietz, G (ACAD MANAGEMENT, 2009-01)
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    A bargaining perspective on strategic outsourcing and supply competition
    De Fontenay, CC ; Gans, JS (John Wiley & Sons, 2008-08-01)
    This article considers the outsourcing choice of a downstream firm with its own upstream production resources or assets. The novelty of the approach is to consider the outsourced function as involving resources consistent with the resource-based view of the firm. From a bargaining perspective, we characterize a downstream firm’s decision whether to outsource to an independent or to an established upstream firm. In so doing, the downstream firm faces a trade-off between lower input costs afforded by independent competition, and higher resource value associated with those who can consolidate upstream capabilities. We show that this tradeoff is resolved in favor of outsourcing to an established firm.