12,382
Views
65
CrossRef citations to date
0
Altmetric
Original Articles

The Many Faces of Culture: Making Sense of 30 Years of Research on Culture in Organization Studies

, &

References

  • Abolafia, M. Y. (2004). Framing moves: Interpretive politics at the Federal Reserve. Journal of Public Administration Research and Theory, 14(3), 349–370. doi: 10.1093/jopart/muh023
  • Adler, P. S. (2001). Market, hierarchy, and trust: The knowledge economy and the future of capitalism. Organization Science, 12(2), 215–234. doi: 10.1287/orsc.12.2.215.10117
  • Albert, S., & Whetten, D. A. (1985). Organizational identity. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior (Vol. 7, pp. 263–295). Greenwich, CT: JAI Press.
  • Alexander, J. C. (2004). Cultural pragmatics: Social performance between ritual and strategy. Sociological Theory, 22(4), 527–573. doi: 10.1111/j.0735-2751.2004.00233.x
  • Anteby, M. (2010). Markets, morals, and practices of trade: Jurisdictional disputes in the US commerce in cadavers. Administrative Science Quarterly, 55(4), 606–638. doi: 10.2189/asqu.2010.55.4.606
  • Anteby, M., & Molnár, V. (2012). Collective memory meets organizational identity: Remembering to forget in a firm's rhetorical history. Academy of Management Journal, 55(3), 515–540. doi: 10.5465/amj.2010.0245
  • Arogyaswamy, B., & Byles, C. M. (1987). Organizational culture: Internal and external fits. Journal of Management, 13(4), 647–659. doi: 10.1177/014920638701300406
  • Ashforth, B. E., & Humphrey, R. H. (1993). Emotional labor in service roles: The influence of identity. The Academy of Management Review, 18(1), 88–115.
  • Ashforth, B. E., Rogers, K. M., & Corley, K. G. (2011). Identity in organizations: Exploring cross-level dynamics. Organization Science, 22(5), 1144–1156. doi: 10.1287/orsc.1100.0591
  • Aten, K., & Howard-Grenville, J. (2012). Encouraging trade at the boundary of organizational culture and institutional theory. Journal of Management Inquiry, 21(1), 114–117. doi: 10.1177/1056492611419803
  • Babb, S. (1996). A true American system of finance: Frame resonance in the US labor movement, 1866 to 1886. American Sociological Review, 61(6), 1033–1052. doi: 10.2307/2096307
  • Barley, S. R. (1983). Semiotics and the study of occupational and organizational cultures. Administrative Science Quarterly, 28(3), 393–413. doi: 10.2307/2392249
  • Barley, S. R. (1986). Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiology departments. Administrative Science Quarterly, 31(1), 78–108. doi: 10.2307/2392767
  • Barnard, C. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.
  • Barney, J. B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656–665. doi: 10.5465/AMR.1986.4306261
  • Bartel, C. A., & Garud, R. (2009). The role of narratives in sustaining organizational innovation. Organization Science, 20(1), 107–117. doi: 10.1287/orsc.1080.0372
  • Battilana, J., & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53(6), 1419–1440. doi: 10.5465/AMJ.2010.57318391
  • Battilana, J., Leca, B., & Boxenbaum, E. (2009). How actors change institutions: Towards a theory of institutional entrepreneurship. Academy of Management Annals, 3, 65–107. doi: 10.1080/19416520903053598
  • Becker, H. S. (1982). Art worlds. Berkele, CA: University of California Press.
  • Benford, R. D., & Snow, D. A. (2000). Framing processes and social movements: An overview and assessment. Annual Review of Sociology, 26, 611–639. doi: 10.1146/annurev.soc.26.1.611
  • Berezin, M. (1997). Politics and culture: A less fissured terrain. Annual Review of Sociology, 23, 361–383. doi: 10.1146/annurev.soc.23.1.361
  • Berger, P. L., & Luckmann, T. (1967). The social construction of reality. Garden City, NY: Doubleday.
  • Bettelheim, B. (1976). The uses of enchantment: The meaning and importance of fairy tales. New York, NY: Random House.
  • Beverland, M. B. (2005). Crafting brand authenticity: The case of luxury wines. Journal of Management Studies, 42(5), 1003–1029. doi: 10.1111/j.1467-6486.2005.00530.x
  • Biernacki, R. (1995). The fabrication of labor: Germany and Britain, 1640–1914. Berkeley, CA: University of California Press.
  • Boje, D. M. (2001). Narrative methods for organizational & communication research. Thousand Oaks, CA: Sage Publications.
  • Bourdieu, P. (1977). Outline of a theory of practice. Cambridge: Cambridge University Press.
  • Bourdieu, P. (1984). Distinction: A social critique of the judgement of taste. Cambridge, MA: Harvard University Press.
  • Bourdieu, P. (1990). The logic of practice. Stanford, CA: Stanford University Press.
  • Boxenbaum, E., & Battilana, J. (2005). Importation as innovation: Transposing managerial practices across fields. Strategic Organization, 3(4), 355–383. doi: 10.1177/1476127005058996
  • Brickson, S. L. (2005). Organizational identity orientation: Forging a link between organizational identity and organizations’ relations with stakeholders. Administrative Science Quarterly, 50(4), 576–609.
  • Brickson, S. L. (2007). Organizational identity orientation: The genesis of the role of the firm and distinct forms of social value. Academy of Management Review, 32(3), 864–888. doi: 10.5465/AMR.2007.25275679
  • Cameron, K. S., & Quinn, R. E. (1999). Diagnosing and changing organizational culture: Based on the competing values framework. Reading, MA: Addison-Wesley.
  • Canato, A., Ravasi, D., & Phillips, N. (2013). Coerced practice implementation in cases of low cultural fit: Cultural change and practice adaptation during the implementation of Six Sigma at 3M. Academy of Management Journal, 56(6), 1724–1753. doi: 10.5465/amj.2011.0093
  • Cantor, N., & Mischel, W. (1979). Prototypes in person perception. Advances in Experimental Social Psychology, 12, 3–52.
  • Cha, S. E., & Edmondson, A. C. (2006). When values backfire: Leadership, attribution, and disenchantment in a values-driven organization. The Leadership Quarterly, 17(1), 57–78. doi: 10.1016/j.leaqua.2005.10.006
  • Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36(3), 459–484. doi: 10.2307/2393204
  • Chatman, J. A., & Barsade, S. G. (1995). Personality, organizational culture, and cooperation: Evidence from a business simulation. Administrative Science Quarterly, 40(3), 423–443. doi: 10.2307/2393792
  • Clemens, E. S., & Cook, J. M. (1999). Politics and institutionalism: Explaining durability and change. Annual Review of Sociology, 25, 441–466. doi: 10.1146/annurev.soc.25.1.441
  • Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49(2), 173–208.
  • Corley, K. G., Harquail, C. V., Pratt, M. G., Glynn, M. A., Fiol, C. M., & Hatch, M. J. (2006). Guiding organizational identity through aged adolescence. Journal of Management Inquiry, 15(2), 85–99. doi: 10.1177/1056492605285930
  • Creed, W. E. D., DeJordy, R., & Lok, J. (2014). Myths to work by: Redemptive self-narratives and generative agency for organizational change. Research in the Sociology of Organizations, 41, 111–156.
  • Creswell, J. W. (2003). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage Publications.
  • Dacin, M. T., & Dacin, P. A. (2008). Traditions as institutionalized practice: Implications for deinstitutionalization. In R. Greenwood, C. Oliver, K. Sahlin, & R. Suddaby (Eds.), The Sage handbook of organizational institutionalism (pp. 327–352). London: Sage Publications.
  • Dacin, M. T., Munir, K., & Tracey, P. (2010). Formal dining at Cambridge colleges: Linking ritual performance and institutional maintenance. Academy of Management Journal, 53(6), 1393–1418. doi: 10.5465/AMJ.2010.57318388
  • D'Aveni, R. A., & MacMillan, I. C. (1990). Crisis and the content of managerial communications: A study of the focus of attention of top managers in surviving and failing firms. Administrative Science Quarterly, 35(4), 634–657. doi: 10.2307/2393512
  • Davis, G. F. (2006). Mechanisms and the theory of organizations. Journal of Management Inquiry, 15(2), 114–118. doi: 10.1177/1056492605280238
  • Davis, G. F. (2009). Managed by the markets: How finance re-shaped America. New York, NY: Oxford University Press.
  • Davis, G. F., & Marquis, C. (2005). Prospects for organization theory in the early twenty-first century: Institutional fields and mechanisms. Organization Science, 16(4), 332–343. doi: 10.1287/orsc.1050.0137
  • Davis, G. F., McAdam, D., Scott, W. R., & Zald, M. N. (2005). Social movements and organization theory. New York, NY: Cambridge University Press.
  • Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of organizational life. Reading, MA: Addison-Wesley.
  • Denison, D. R. (1990). Corporate culture and organizational effectiveness. New York, NY: John Wiley & Sons.
  • Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization Science, 6(2), 204–223. doi: 10.1287/orsc.6.2.204
  • DeSoucey, M. (2010). Gastronationalism food traditions and authenticity politics in the European Union. American Sociological Review, 75(3), 432–455. doi: 10.1177/0003122410372226
  • Detert, J. R., Schroeder, R. G., & Mauriel, J. J. (2000). Framework for linking culture and improvement initiatives in organizations. Academy of Management Review, 25(4), 850–863.
  • Di Domenico, M., & Phillips, N. (2009). Sustaining the ivory tower: Oxbridge formal dining as organizational ritual. Journal of Management Inquiry, 18(4), 326–343. doi: 10.1177/1056492609336482
  • DiMaggio, P. J. (1987). Classification in art. American Sociological Review, 52(4), 440–455. doi: 10.2307/2095290
  • DiMaggio, P. J. (1988). Interest and agency in institutional theory. In L. G. Zucker (Ed.), Institutional Patterns and Organizations (pp. 3–22). Cambridge, MA: Ballinger.
  • DiMaggio, P. J. (1997). Culture and cognition. Annual Review of Sociology, 23, 263–287. doi: 10.1146/annurev.soc.23.1.263
  • DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. doi: 10.2307/2095101
  • DiMaggio, P. J., & Powell, W. W. (1991). The new institutionalism in organizational analysis. Chicago, IL: University of Chicago Press.
  • Douglas, M. (1986). How institutions think. Syracuse, NY: Syracuse University Press.
  • Durand, R., & Paolella, L. (2013). Category stretching: Reorienting research on categories in strategy, entrepreneurship, and organization theory. Journal of Management Studies, 50(6), 1100–1123. doi: 10.1111/j.1467-6486.2011.01039.x
  • Dutton, J. E., Worline, M. C., Frost, P. J., & Lilius, J. (2006). Explaining compassion organizing. Administrative Science Quarterly, 51(1), 59–96.
  • Edin, K., & Kefalas, M. (2005). Promises I can keep. Berkeley, CA: University of California Press.
  • Fay, N., Garrod, S., & Roberts, L. (2008). The fitness and functionality of culturally evolved communication systems. Philosophical Transactions of the Royal Society of London. Series B, Biological Sciences, 363, 3553–3561. doi: 10.1098/rstb.2008.0130
  • Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611–629. doi: 10.1287/orsc.11.6.611.12529
  • Feldman, M. S., & Orlikowski, W. J. (2011). Theorizing practice and practicing theory. Organization Science, 22(5), 1240–1253. doi: 10.1287/orsc.1100.0612
  • Fiol, C. M. (1991). Managing culture as a competitive resource: An identity-based view of sustainable competitive advantage. Journal of Management, 17(1), 191–211. doi: 10.1177/014920639101700112
  • Fiol, C. M. (2002). Capitalizing on paradox: The role of language in transforming organizational identities. Organization Science, 13(6), 653–666. doi: 10.1287/orsc.13.6.653.502
  • Fiol, C. M., Hatch, M. J., & Golden-Biddle, K. (1998). Organizational culture and identity: What's the difference anyway? In D. A. Whetten & P. C. Godfrey (Eds.), Identity in organizations: Building theory through conversations (pp. 56–59). Thousand Oaks, CA: Sage Publications.
  • Fiss, P. C. (2011). Building better causal theories: A fuzzy set approach to typologies in organization research. Academy of Management Journal, 54(2), 393–420. doi: 10.5465/AMJ.2011.60263120
  • Fiss, P. C., & Hirsch, P. M. (2005). The discourse of globalization: Framing and sensemaking of an emerging concept. American Sociological Review, 70(1), 29–52. doi: 10.1177/000312240507000103
  • Fiss, P. C., & Zajac, E. J. (2006). The symbolic management of strategic change: Sensegiving via framing and decoupling. Academy of Management Journal, 49(6), 1173–1193. doi: 10.5465/AMJ.2006.23478255
  • Friedland, R., & Alford, R. R. (1991). Bringing society back in: Symbols, practices and institutional contradictions. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 232–263). Chicago, IL: University of Chicago Press.
  • Gamson, W. A. (1992). Talking politics. New York, NY: Cambridge University Press.
  • Gamson, W. A., & Modigliani, A. (1989). Media discourse and public opinion on nuclear power: A constructionist approach. American Journal of Sociology, 95(1), 1–37. doi: 10.1086/229213
  • Geertz, C. (1973). The interpretation of cultures: Selected essays. New York, NY: Basic Books.
  • Gehman, J., Trevino, L., & Garud, R. (2013). Values work: A process study of the emergence and performance of organizational values practices. Academy of Management Journal, 56, 84–112. doi: 10.5465/amj.2010.0628
  • Gersick, C. J. G. (1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16(1), 10–36.
  • Gibson, C. B., & Zellmer-Bruhn, M. (2001). Metaphors and meaning: An intercultural analysis of the concept of teamwork. Administrative Science Quarterly, 46(2), 274–303. doi: 10.2307/2667088
  • Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Berkeley, CA: University of California Press.
  • Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433–448. doi: 10.1002/smj.4250120604
  • Gioia, D. A., Patvardhan, S. D., Hamilton, A. L., & Corley, K. G. (2013). Organizational identity formation and change. The Academy of Management Annals, 7(1), 123–193. doi: 10.1080/19416520.2013.762225
  • Giorgi, S., & Glynn, M. A. (in press). The aesthetics of data: Qualitative analysis of visual and other non-textual forms of data. In K. D. Elsbach & R. M. Kramer (Eds.), Doing innovative qualitative research in organizations: Paths to cool ideas and interesting papers. Routledge, Taylor & Francis Group, Organization and Management Series.
  • Giorgi, S., Guider, M. E., & Bartunek, J. M. (2014). Productive resistance: A study of change, emotions, and identity in the context of the apostolic visitation of US women religious, 2008–2012. Research in the Sociology of Organizations, 41, 259–300.
  • Giorgi, S., & Weber, K. (in press). Marks of distinction: Framing and audience appreciation in the context of investment advice. Administrative Science Quarterly.
  • Glynn, M. A. (2000). When cymbals become symbols: Conflict over organizational identity within a symphony orchestra. Organization Science, 11(3, Special Issue: Cultural Industries: Learning from Evolving Organizational Practices), 285–298. doi: 10.1287/orsc.11.3.285.12496
  • Glynn, M. A. (2008). Beyond constraint: How institutions enable identities. In K. Sahlin-Andersson, R. Greenwood, C. Oliver, & R. Suddaby (Eds.), The Sage handbook of organizational institutionalism (pp. 413–430). London: Sage Publications.
  • Glynn, M. A., & Abzug, R. (2002). Institutionalizing identity: Symbolic isomorphism and organizational names. Academy of Management Journal, 45(1), 267–280. doi: 10.2307/3069296
  • Glynn, M. A., & Giorgi, S. (2013). Taking the cultural turn: Reading cultural sociology. Academy of Management Review, 38(3), 466–470. doi: 10.5465/amr.2012.0370
  • Glynn, M. A., Giorgi, S., & Lockwood, C. (2012). Organization culture. In R. Griffin (Ed.), Oxford bibliographies in management. New York, NY: Oxford University Press.
  • Glynn, M. A., Lockwood, C., & Raffaelli, R. (in press). Staying the same while changing: Organizational identity in the face of environmental challenges. In R. Henderson, R. Gulati, & M. Tushman (Eds.), Leading sustainable change: An organizational perspective. Oxford: Oxford University Press.
  • Glynn, M. A., & Lounsbury, M. (2005). From the critics’ corner: Logic blending, discursive change and authenticity in a cultural production system. Journal of Management Studies, 42(5), 1031–1055. doi: 10.1111/j.1467-6486.2005.00531.x
  • Glynn, M. A., & Navis, C. (2013). Categories, identities, and cultural classification: Moving beyond a model of categorical constraint. Journal of Management Studies, 50(6), 1124–1137. doi: 10.1111/joms.12023
  • Glynn, M. A., & Watkiss, L. (2012). Exploring cultural mechanisms of organizational identity construction. In M. Schultz, S. Maguire, A. Langley, & H. Tsoukas (Eds.), Constructing identity in and around organizations (pp. 63–88). New York, NY: Oxford University Press.
  • Goffman, E. (1974). Frame analysis: An essay on the organization of experience. Cambridge, MA: Harvard University Press.
  • Golden-Biddle, K., & Rao, H. (1997). Breaches in the boardroom: Organizational identity and conflicts of commitment in a nonprofit organization. Organization Science, 8(6), 593–611. doi: 10.1287/orsc.8.6.593
  • Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011). Institutional complexity and organizational responses. Academy of Management Annals, 5, 317–371. doi: 10.1080/19416520.2011.590299
  • Gregory, K. L. (1983). Native-view paradigms: Multiple cultures and culture conflicts in organizations. Administrative Science Quarterly, 28(3), 359–376. doi: 10.2307/2392247
  • Griswold, W. (1994). Cultures and societies in a changing world. Thousand Oaks, CA: Sage Publications.
  • Halbwachs, M. (1992). On collective memory. Chicago, IL: University of Chicago Press.
  • Hallahan, K. (1999). Seven models of framing: Implications for public relations. Journal of Public Relations Research, 11(3), 205–242. doi: 10.1207/s1532754xjprr1103_02
  • Hambrick, D. C., & Brandon, G. L. (1988). Executive values. In D. C. Hambrick (Ed.), The executive effect: Concepts and methods for studying top managers (pp. 3–34). Greenwich, CT: JAI Press.
  • Hambrick, D. C., & Finkelstein, S. (1987). Managerial discretion: A bridge between polar views of organizational outcomes. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 9, pp. 369–406). Greenwich, CT: JAI Press.
  • Hannerz, U. (1969). Soulside: Inquiries into ghetto culture and community. Chicago, IL: University of Chicago Press.
  • Harding, D. J. (2007). Cultural context, sexual behavior, and romantic relationships in disadvantaged neighborhoods. American Sociological Review, 72(3), 341–364. doi: 10.1177/000312240707200302
  • Harrison, S. H., & Corley, K. G. (2011). Clean climbing, carabiners, and cultural cultivation: Developing an open-systems perspective of culture. Organization Science, 22(2), 391–412. doi: 10.1287/orsc.1100.0538
  • Hatch, M. J., & Schultz, M. (1997). Relations between organizational culture, identity and image. European Journal of Marketing, 31(5/6), 356–365. doi: 10.1108/03090569710167583
  • Hatch, M. J., & Schultz, M. (2002). The dynamics of organizational identity. Human Relations, 55(8), 989–1018. doi: 10.1177/0018726702055008181
  • Hatch, M. J., & Schultz, M. (2010). Toward a theory of brand co-creation with implications for brand governance. Journal of Brand Management, 17(8), 590–604. doi: 10.1057/bm.2010.14
  • Hedström, P., & Swedberg, R. (1998). Social mechanisms: An analytical approach to social theory. Cambridge: Cambridge University Press.
  • Hernes, G. (1998). Virtual reality. In P. Hedström & R. Swedberg (Eds.), Social mechanisms: An analytical approach to social theory (pp. 74–101). Cambridge: Cambridge University Press.
  • Hirsch, P. M. (1972). Processing fads and fashions: An organization-set analysis of cultural industry systems. American Journal of Sociology, 77(4), 639–659. doi: 10.1086/225192
  • Hirsch, P. M., & Bermiss, Y. S. (2009). Institutional “dirty” work: Preserving institutions through strategic decoupling. In T. B. Lawrence, B. Leca, & R. Suddaby (Eds.), Institutional work: Actors and agency in institutional studies of organizations (pp. 262–283). Cambridge: Cambridge University Press.
  • Hirsch, P. M., & Levin, D. Z. (1999). Umbrella advocates versus validity police: A life-cycle model. Organization Science, 10(2), 199–212. doi: 10.1287/orsc.10.2.199
  • Hitlin, S., & Vaisey, S. (Eds.). (2010). Handbook of the sociology of morality. New York, NY: Springer.
  • Hobsbawm, E., & Ranger, T. (1983). The invention of tradition. Cambridge: Cambridge University Press.
  • Hofstede, G. (1980). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage Publications.
  • Hofstede, G. (1997). Cultures and organizations: Software of the mind (1st ed.). New York, NY: McGraw-Hill.
  • Howard-Grenville, J., Golden-Biddle, K., Irwin, J., & Mao, J. (2011). Liminality as cultural process for cultural change. Organization Science, 22(2), 522–539. doi: 10.1287/orsc.1100.0554
  • Hsu, G., & Hannan, M. T. (2005). Identities, genres, and organizational forms. Organization Science, 16(5), 474–490. doi: 10.1287/orsc.1050.0151
  • Jarzabkowski, P. (2004). Strategy as practice: Recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529–560. doi: 10.1177/0170840604040675
  • Jarzabkowski, P. (2005). Strategy as practice: An activity based approach. London: Sage Publications.
  • Jarzabkowski, P. (2008). Shaping strategy as a structuration process. Academy of Management Journal, 51(4), 621–650.
  • Jarzabkowski, P., & Wilson, D. C. (2002). Top teams and strategy in a UK university. Journal of Management Studies, 39(3), 355–381. doi: 10.1111/1467-6486.00296
  • Jelinek, M., Smircich, L., & Hirsch, P. (1983). Introduction: A code of many colors. Administrative Science Quarterly, 28(3), 331–338. doi: 10.2307/2392245
  • Jensen, M. (2010). Legitimizing illegitimacy: How creating market identity legitimizes illegitimate products. Research in the Sociology of Organizations, 31, 39–80.
  • Jepperson, R. L. (1991). Institutions, institutional effects, and institutionalism. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 143–163). Chicago, IL: University of Chicago Press.
  • Jepperson, R. L., & Swidler, A. (1994). What properties of culture should we measure? Poetics, 22(4), 359–371. doi: 10.1016/0304-422X(94)90014-0
  • Johnson, V. (2007). What is organizational imprinting? Cultural entrepreneurship in the founding of the Paris Opera. American Journal of Sociology, 113(1), 97–127. doi: 10.1086/517899
  • Jung, C. G. (1968). Man and his symbols. New York, NY: Dell Publishers.
  • Kaplan, S. (2008). Framing contests: Strategy making under uncertainty. Organization Science, 19(5), 729–752. doi: 10.1287/orsc.1070.0340
  • Kaplan, S. (2011). Strategy and powerpoint: An inquiry into the epistemic culture and machinery of strategy making. Organization Science, 22(2), 320–346. doi: 10.1287/orsc.1100.0531
  • Kellogg, K. C. (2009). Operating room: Relational spaces and microinstitutional change in Surgery1. American Journal of Sociology, 115(3), 657–711. doi: 10.1086/603535
  • Kellogg, K. C. (2011). Hot lights and cold steel: Cultural and political toolkits for practice change in surgery. Organization Science, 22(2), 482–502. doi: 10.1287/orsc.1100.0539
  • Kennedy, M. T. (2008). Getting counted: Markets, media, and reality. American Sociological Review, 73(2), 270–295. doi: 10.1177/000312240807300205
  • Kennedy, M. T., & Fiss, P. C. (2013). An ontological turn in categories research: From standards of legitimacy to evidence of actuality. Journal of Management Studies, 50(6), 1138–1154. doi: 10.1111/joms.12031
  • Kennedy, M. T., Lo, J., & Lounsbury, M. (2010). Category currency: A framework for analyzing the effects of meaning construction process. Research in the Sociology of Organizations, 31, 369–397.
  • King, B. G., & Whetten, D. A. (2008). Rethinking the relationship between reputation and legitimacy: A social actor conceptualization. Corporate Reputation Review, 11(3), 192–207. doi: 10.1057/crr.2008.16
  • Kovács, B., Carroll, G. R., & Lehman, D. W. (2014). Authenticity and consumer value ratings: Empirical tests from the restaurant domain. Organization Science, 25(2), 458–478. doi: 10.1287/orsc.2013.0843
  • Kunda, G. (1992). Engineering culture: Control and commitment in a high-tech organization. Philadelphia, PA: Temple University Press.
  • Lakoff, G. (1987). Women, fire, and dangerous things: What categories reveal about the mind. Cambridge: Cambridge University Press.
  • Lamont, M. (1992). Money, morals, and manners: The culture of the French and American upper-middle class. Chicago, IL: University of Chicago Press.
  • Lamont, M. (2000). The dignity of working men: Morality and the boundaries of race, class, and immigration. New York, NY: Russell Sage.
  • Lamont, M., & Fournier, M. (1992). Cultivating differences: Symbolic boundaries and the making of inequality. Chicago, IL: University of Chicago Press.
  • Lamont, M., & Molnár, V. (2002). The study of boundaries in the social sciences. Annual Review of Sociology, 28, 167–195. doi: 10.1146/annurev.soc.28.110601.141107
  • Lamont, M., & Small, M. L. (2008). How culture matters: Enriching our understanding of poverty. In A. C. Lin & D. R. Harris (Eds.), The colors of poverty: Why racial and ethnic disparities exist (pp. 76–102). New York, NY: Russell Sage.
  • Lamont, M., & Swidler, A. (2014). Methodological pluralism and the possibilities and limits of interviewing. Qualitative Sociology, 37(2), 153–171. doi: 10.1007/s11133-014-9274-z
  • Lamont, M., & Thévenot, L. (2000). Rethinking comparative cultural sociology. Cambridge: Cambridge University Press.
  • Lawrence, T. B., Suddaby, R., & Leca, B. (2009). Institutional work: Actors and agency in institutional studies of organizations. Cambridge: Cambridge University Press.
  • Leonardi, P. M. (2011). Innovation blindness: Culture, frames, and cross-boundary problem construction in the development of new technology concepts. Organization Science, 22(2), 347–369. doi: 10.1287/orsc.1100.0529
  • Levi-Strauss, C. (1979). Myth and meaning. New York, NY: Schocken Books.
  • Lewis, O. (1966). The culture of poverty. Scientific American, 215(4), 19–25. doi: 10.1038/scientificamerican1066-19
  • Longest, K. C., Hitlin, S., & Vaisey, S. (2013). Position and disposition: The contextual development of human values. Social Forces, 91, 1499–1528. doi: 10.1093/sf/sot045
  • Lounsbury, M. (2001). Institutional sources of practice variation: Staffing college and university recycling programs. Administrative Science Quarterly, 46(1), 29–56. doi: 10.2307/2667124
  • Lounsbury, M., & Glynn, M. A. (2001). Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management Journal, 22(6), 545–564. doi: 10.1002/smj.188
  • Lounsbury, M., & Rao, H. (2004). Sources of durability and change in market classifications: A study of the reconstitution of product categories in the American mutual fund industry, 1944–1985. Social Forces, 82(3), 969–999. doi: 10.1353/sof.2004.0046
  • Lounsbury, M., Ventresca, M., & Hirsch, P. M. (2003). Social movements, field frames and industry emergence: A cultural–political perspective on US recycling. Socio-Economic Review, 1(1), 71–104. doi: 10.1093/soceco/1.1.71
  • Lyotard, J.-F. (1979). La condition postmodeme. Paris: Minuit.
  • Maguire, S., Hardy, C., & Lawrence, T. B. (2004). Institutional entrepreneurship in emerging fields: HIV/AIDS treatment advocacy in Canada. Academy of Management Journal, 47(5), 657–679. doi: 10.2307/20159610
  • Malinowski, B. (1926). Myth in primitive psychology. London: Norton.
  • Marcoulides, G. A., & Heck, R. H. (1993). Organizational culture and performance: Proposing and testing a model. Organization Science, 4(2), 209–225. doi: 10.1287/orsc.4.2.209
  • Martens, M. L., Jennings, J. E., & Jennings, P. D. (2007). Do the stories they tell get them the money they need? The role of entrepreneurial narratives in resource acquisition. The Academy of Management Journal, 50(5), 1107–1132. doi: 10.5465/AMJ.2007.27169488
  • Martin, J. (1992). Cultures in organizations: Three perspectives. Oxford: Oxford University Press.
  • Martin, J. (2002). Organizational culture: Mapping the terrain. Thousand Oaks, CA: Sage Publications.
  • Martin, J., Feldman, M. S., Hatch, M. J., & Sitkin, S. B. (1983). The uniqueness paradox in organizational stories. Administrative Science Quarterly, 28(3), 438–453. doi: 10.2307/2392251
  • Maurer, C. C., Bansal, P., & Crossan, M. M. (2011). Creating economic value through social values: Introducing a culturally informed resource-based view. Organization Science, 22(2), 432–448. doi: 10.1287/orsc.1100.0546
  • McAdam, D. (1986). Recruitment to high-risk activism: The case of freedom summer. American Journal of Sociology, 92(1), 64–90. doi: 10.1086/228463
  • McAdam, D. (1994). Culture and social movements. In E. Larana, H. Johnston, & J. R. Gusfield (Eds.), New social movements: From ideology to identity (pp. 36–57). Philadelphia, PA: Temple University Press.
  • McPherson, C. M., & Sauder, M. (2013). Logics in action: Managing institutional complexity in a drug court. Administrative Science Quarterly, 58(2), 165–196. doi: 10.1177/0001839213486447
  • Mervis, C. B., & Rosch, E. (1981). Categorization of natural objects. Annual Review of Psychology, 32(1), 89–115. doi: 10.1146/annurev.ps.32.020181.000513
  • Meyer, J. C. (1995). Tell me a story: Eliciting organizational values from narratives. Communication Quarterly, 43(2), 210–224. doi: 10.1080/01463379509369970
  • Meyerson, D. E. (2003). Tempered radicals: How everyday leaders inspire change at work. Cambridge, MA: Harvard Business School Press.
  • Meyerson, D. E., & Martin, J. (1987). Cultural change: An integration of three different views. Journal of Management Studies, 24(6), 623–647. doi: 10.1111/j.1467-6486.1987.tb00466.x
  • Meyerson, D. E., & Scully, M. A. (1995). Crossroads tempered radicalism and the politics of ambivalence and change. Organization Science, 6(5), 585–600. doi: 10.1287/orsc.6.5.585
  • Mitroff, I. I., & Kilmann, R. H. (1976). On organization stories: An approach to the design and analysis of organizations through myths and stories. The Management of Organization Design, 1, 189–207.
  • Mohr, J. W. (1998). Measuring meaning structures. Annual Review of Sociology, 24, 345–370. doi: 10.1146/annurev.soc.24.1.345
  • Molinsky, A. (2013). The psychological processes of cultural retooling. Academy of Management Journal, 56(3), 683–710. doi: 10.5465/amj.2010.0492
  • Morrill, C. (2008). Culture and organization theory. The Annals of the American Academy of Political and Social Science, 619(1), 15–40. doi: 10.1177/0002716208320241
  • Morrill, C., Zald, M. N., & Rao, H. (2003). Covert political conflict in organizations: Challenges from below. Annual Review of Sociology, 29, 391–415. doi: 10.1146/annurev.soc.29.010202.095927
  • Navis, C., & Glynn, M. A. (2010). How new market categories emerge: Temporal dynamics of legitimacy, identity, and entrepreneurship in satellite radio, 1990–2005. Administrative Science Quarterly, 55(3), 439–471. doi: 10.2189/asqu.2010.55.3.439
  • Navis, C., & Glynn, M. A. (2011). Legitimate distinctiveness and the entrepreneurial identity: Influence on investor judgments of new venture plausibility. Academy of Management Review, 36(3), 479–499. doi: 10.5465/AMR.2011.61031809
  • Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18(S1), 187–206. doi: 10.1002/(SICI)1097-0266(199707)18:1+<187::AID-SMJ936>3.3.CO;2-B
  • Ocasio, W., & Joseph, J. (2005). An attention-based theory of strategy formulation: Linking micro-and macroperspectives in strategy processes. Advances in Strategic Management, 22, 39–61.
  • Oliver, P. E., & Johnston, H. (2000). What a good idea! Ideologies and frames in social movement research. Mobilization: An International Quarterly, 5(1), 37–54.
  • O'Reilly III, C. A., Chatman, J., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34(3), 487–516. doi: 10.2307/256404
  • Orlikowski, W. J. (1996). Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7(1), 63–92. doi: 10.1287/isre.7.1.63
  • Orlikowski, W. J. (2000). Using technology and constituting structures: A practice lens for studying technology in organizations. Organization Science, 11(4), 404–428. doi: 10.1287/orsc.11.4.404.14600
  • Orlikowski, W. J., & Scott, S. V. (2014). What happens when evaluation goes online? Exploring apparatuses of valuation in the travel sector. Organization Science, 25(3), 868–891. doi: 10.1287/orsc.2013.0877
  • Ostroff, C. L., & Judge, T. (2007). Perspectives on organizational fit. New York, NY: Psychology Press.
  • Parsons, T. (1951). The social system. System. New York, NY: Free Press.
  • Parsons, T., & Shils, E. A. (1951). Values, motives, and systems of action. Cambridge, MA: Harvard University Press.
  • Patterson, O. (2014). Making sense of culture. Annual Review of Sociology, 40, 1–30. doi: 10.1146/annurev-soc-071913-043123
  • Pedersen, J. S., & Dobbin, F. (2006). In search of identity and legitimation: Bridging organizational culture and neoinstitutionalism. American Behavioral Scientist, 49(7), 897–907. doi: 10.1177/0002764205284798
  • Peterson, R. A. (2005). In search of authenticity. Journal of Management Studies, 42(5), 1083–1098. doi: 10.1111/j.1467-6486.2005.00533.x
  • Pettigrew, A. M. (1979). On studying organizational cultures. Administrative Science Quarterly, 24(4), 570–581. doi: 10.2307/2392363
  • Pfeffer, J. (1993). Barriers to the advance of organizational science: Paradigm development as a dependent variable. Academy of Management Review, 18(4), 599–620.
  • Phillips, N., Lawrence, T. B., & Hardy, C. (2004). Discourse and institutions. The Academy of Management Review, 29(4), 635–652.
  • Polletta, F. (2008). Culture and movements. Annals of the American Academy of Political and Social Science, 619( Cultural Sociology and its Diversity), 78–96. doi: 10.1177/0002716208320042
  • Quine, W. van O. (1951). Main trends in recent philosophy: Two dogmas of empiricism. The Philosophical Review, 60, 20–43. doi: 10.2307/2181906
  • Raffaelli, R., & Glynn, M. A. (2014). Turnkey or tailored? Relational pluralism, institutional complexity, and the organizational adoption of more or less customized practices. Academy of Management Journal, 57(2), 541–562. doi: 10.5465/amj.2011.1000
  • Ragin, C. C. (2000). Fuzzy-set social science. Chicago, IL: University of Chicago Press.
  • Ragin, C. C. (2014). The comparative method: Moving beyond qualitative and quantitative strategies. Berkeley, CA: University of California Press.
  • Rao, H., & Giorgi, S. (2006). Code breaking: How entrepreneurs exploit cultural logics to generate institutional change. In B. M. Staw (Ed.), Research in organizational behavior (Vol. 27, pp. 269–304). Greenwich, CT: JAI Press.
  • Rao, H., Monin, P., & Durand, R. (2003). Institutional change in Toque Ville: Nouvelle cuisine as an identity movement in French gastronomy. American Journal of Sociology, 108(4), 795–843. doi: 10.1086/367917
  • Rao, H., Monin, P., & Durand, R. (2005). Border crossing: Bricolage and the erosion of categorical boundaries in French gastronomy. American Sociological Review, 70(6), 968–991. doi: 10.1177/000312240507000605
  • Rao, H., Morrill, C., & Zald, M. N. (2000). Power plays: How social movements and collective action create new organizational forms. Research in Organizational Behavior, 22, 237–281. doi: 10.1016/S0191-3085(00)22007-8
  • Ravasi, D., Rindova, V., & Dalpiaz, E. (2012). The cultural side of value creation. Strategic Organization, 10(3), 231–239. doi: 10.1177/1476127012452824
  • Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433–458. doi: 10.5465/AMJ.2006.21794663
  • Rindova, V., Dalpiaz, E., & Ravasi, D. (2011). A cultural quest: A study of organizational use of new cultural resources in strategy formation. Organization Science, 22(2), 413–431. doi: 10.1287/orsc.1100.0537
  • Rivera, L. A. (2008). Managing “spoiled” national identity: War, tourism, and memory in Croatia. American Sociological Review, 73(4), 613–634. doi: 10.1177/000312240807300405
  • Rivera, L. A. (2012). Hiring as cultural matching the case of elite professional service firms. American Sociological Review, 77(6), 999–1022. doi: 10.1177/0003122412463213
  • Rohan, M. J. (2000). A rose by any name? The values construct. Personality and Social Psychology Review, 4(3), 255–277. doi: 10.1207/S15327957PSPR0403_4
  • Rosa, J. A., Porac, J. F., Runser-Spanjol, J., & Saxon, M. S. (1999). Sociocognitive dynamics in a product market. The Journal of Marketing, 63, 64–77. doi: 10.2307/1252102
  • Rosch, E., & Mervis, C. B. (1975). Family resemblances: Studies in the internal structure of categories. Cognitive Psychology, 7(4), 573–605. doi: 10.1016/0010-0285(75)90024-9
  • Rousseau, D. M. (1985). Issues of level in organizational research: Multi-level and cross-level perspectives. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior (Vol. 7, pp. 1–37). Greenwich, CT: JAI Press.
  • Saffold III, G. S. (1988). Culture traits, strength, and organizational performance: Moving beyond “strong” culture. Academy of Management Review, 13(4), 546–558.
  • Schatzki, T. R., Knorr-Cetina, K., & von Savigny, E. (2001). The practice turn in contemporary theory. New York, NY: Routledge.
  • Schein, E. H. (1985). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.
  • Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109–119. doi: 10.1037/0003-066X.45.2.109
  • Scott, W. R. (1987). The adolescence of institutional theory. Administrative Science Quarterly, 32(4), 493–511. doi: 10.2307/2392880
  • Scott, W. R. (2014). Institutions and organizations: Ideas and interests (4th ed.). Thousand Oaks, CA: Sage Publications.
  • Scully, M., & Segal, A. (2002). Passion with an umbrella: Grassroots activists in the workplace. Research in the Sociology of Organizations, 19, 125–168.
  • Seidel, V. P., & O'Mahony, S. (2014). Managing the repertoire: Stories, metaphors, prototypes, and concept coherence in product innovation. Organization Science, 25(3), 691–712. doi: 10.1287/orsc.2013.0879
  • Selznick, P. (1957). Leadership in administration: A sociological interpretation. New York, NY: Harper and Row.
  • Sewell, W. H. (1992). A theory of structure: Duality, agency, and transformation. American Journal of Sociology, 98(1), 1–29. doi: 10.1086/229967
  • Shore, B. (1991). Twice-born, once conceived: Meaning construction and cultural cognition. American Anthropologist, 93(1), 9–27. doi: 10.1525/aa.1991.93.1.02a00010
  • Simon, H. A. (1947). Administrative behavior: A study of decision-making processes in administrative organization. New York, NY: Macmillan.
  • Sims, R. R., & Brinkmann, J. (2003). Enron ethics (or: Culture matters more than codes). Journal of Business Ethics, 45(3), 243–256. doi: 10.1023/A:1024194519384
  • Small, M. L. (2002). Culture, cohorts, and social organization theory: Understanding local participation in a Latino housing project. American Journal of Sociology, 108(1), 1–54. doi: 10.1086/345649
  • Small, M. L. (2004). Villa Victoria: The transformation of social capital in a Boston barrio. Chicago, IL: University of Chicago Press.
  • Small, M. L., Harding, D., & Lamont, M. (2010). Reconsidering culture and poverty. Annals of the American Academy of Political and Social Science, 629, 6–27. doi: 10.1177/0002716210362077
  • Smets, M., Morris, T. I. M., & Greenwood, R. (2012). From practice to field: A multi-level model of practice-driven institutional change. Academy of Management Journal, 55(4), 877–904. doi: 10.5465/amj.2010.0013
  • Snow, D. A., & Benford, R. D. (1988). Ideology, frame resonance, and participant mobilization. International Social Movement Research, 1(1), 197–217.
  • Somers, M. R., & Gibson, G. D. (1994). Reclaiming the epistemological “other”: Narrative and the social constitution of identity. In C. Calhoun (Ed.), Social theory and the politics of identity (pp. 37–99). Oxford: Oxford University Press.
  • Sonenshein, S. (2010). We're changing—or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation. Academy of Management Journal, 53(3), 477–512. doi: 10.5465/AMJ.2010.51467638
  • Steinberg, M. W. (1998). Tilting the frame: Considerations on collective action framing from a discursive turn. Theory and Society, 27(6), 845–872. doi: 10.1023/A:1006975321345
  • Steinberg, M. W. (1999). The talk and back talk of collective action: A dialogic analysis of repertoires of discourse among nineteenth-century English cotton spinners. American Journal of Sociology, 105(3), 736–780. doi: 10.1086/210359
  • Strang, D., & Meyer, J. W. (1993). Institutional conditions for diffusion. Theory and Society, 22(4), 487–511. doi: 10.1007/BF00993595
  • Suddaby, R., Foster, W. M., & Mills, A. J. (2013). Historical institutionalism. In M. Buchel & R. D. Wadhwani (Eds.), Organizations in time: History, theory, methods (pp. 100–124). Oxford: Oxford University Press.
  • Suddaby, R., Foster, W. M., & Trank, C. Q. (2010). Rhetorical history as a source of competitive advantage. Advances in Strategic Management, 27, 147–173.
  • Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50(1), 35–67.
  • Swidler, A. (1986). Culture in action: Symbols and strategies. American Sociological Review, 51(2), 273–286. doi: 10.2307/2095521
  • Swidler, A. (2001a). Talk of love: How culture matters. Chicago, IL: University of Chicago Press.
  • Swidler, A. (2001b). What anchors cultural practices. In K. Knorr-Cetina, T. R. Schatzki, & E. von Savigny (Eds.), The practice turn in contemporary theory (pp. 74–92). New York, NY: Routledge.
  • Tabellini, G. (2008). Presidential address institutions and culture. Journal of the European Economic Association, 6(2–3), 255–294. doi: 10.1162/JEEA.2008.6.2-3.255
  • Tavory, I., & Swidler, A. (2009). Condom semiotics: Meaning and condom use in rural Malawi. American Sociological Review, 74(2), 171–189. doi: 10.1177/000312240907400201
  • Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The institutional logics perspective: A new approach to culture, structure, and process. Oxford: Oxford University Press.
  • Trice, H. M., & Beyer, J. M. (1984). Studying organizational cultures through rites and ceremonials. Academy of Management Review, 9(4), 653–669.
  • Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10–11), 1147–1161. doi: 10.1002/1097-0266(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R
  • Vaara, E., & Monin, P. (2010). A recursive perspective on discursive legitimation and organizational action in mergers and acquisitions. Organization Science, 21(1), 3–22. doi: 10.1287/orsc.1080.0394
  • Vaara, E., & Tienari, J. (2011). On the narrative construction of multinational corporations: An antenarrative analysis of legitimation and resistance in a cross-border merger. Organization Science, 22(2), 370–390. doi: 10.1287/orsc.1100.0593
  • Vaisey, S. (2009). Motivation and justification: A dual-process model of culture in action. American Journal of Sociology, 114(6), 1675–1715. doi: 10.1086/597179
  • Vaisey, S. (2010). What people want: Rethinking poverty, culture, and educational attainment. The Annals of the American Academy of Political and Social Science, 629(1), 75–101. doi: 10.1177/0002716209357146
  • Van Maanen, J. (1975). Police socialization: A longitudinal examination of job attitudes in an urban police department. Administrative Science Quarterly, 20, 207–228. doi: 10.2307/2391695
  • Van Maanen, J. (1978). People processing: Strategies of organizational socialization. Organizational Dynamics, 7(1), 19–36. doi: 10.1016/0090-2616(78)90032-3
  • Van Maanen, J. (1979). The fact of fiction in organizational ethnography. Administrative Science Quarterly, 24(4), 539–550. doi: 10.2307/2392360
  • Van Maanen, J. (1991). The smile factory: Work at Disneyland. In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Reframing organizational culture (pp. 58–76). London: Sage Publications.
  • Van Maanen, J., & Barley, S. R. (1984). Occupational communities: Culture and control in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 6, pp. 287–365). Greenwich, CT: JAI Press.
  • Weber, K. (2005). A toolkit for analyzing corporate cultural toolkits. Poetics, 33(3), 227–252. doi: 10.1016/j.poetic.2005.09.011
  • Weber, K. (2006). From nuts and bolts to toolkits: Theorizing with mechanisms. Journal of Management Inquiry, 15(2), 119–123. doi: 10.1177/1056492605280237
  • Weber, K., & Dacin, M. T. (2011). The cultural construction of organizational life: Introduction to the special issue. Organization Science, 22(2), 287–298. doi: 10.1287/orsc.1100.0632
  • Weber, K., & Glynn, M. A. (2006). Making sense with institutions: Context, thought and action in Karl Weick's theory. Organization Studies, 27(11), 1639–1660. doi: 10.1177/0170840606068343
  • Weber, K., Heinze, K. L., & DeSoucey, M. (2008). Forage for thought: Mobilizing codes in the movement for grass-fed meat and dairy products. Administrative Science Quarterly, 53(3), 529–567. doi: 10.2189/asqu.53.3.529
  • Weber, M. (1946). Essays in sociology. New York, NY: Oxford University Press.
  • Weber, M. (1958). The protestant ethic and the spirit of capitalism. New York, NY: Charles Scribner and Sons.
  • Weeks, J., & Galunic, C. (2003). A theory of the cultural evolution of the firm: The intra-organizational ecology of memes. Organization Studies, 24(8), 1309–1352. doi: 10.1177/01708406030248005
  • Weick, K. E. (1979). The social psychology of organizing (2nd ed.). Reading, MA: Addison-Wesley.
  • Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage Publications.
  • Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50(1), 361–386. doi: 10.1146/annurev.psych.50.1.361
  • Westphal, J. D., & Zajac, E. J. (1998). The symbolic management of stockholders: Corporate governance reforms and shareholder reactions. Administrative Science Quarterly, 43(1), 127–153. doi: 10.2307/2393593
  • Whetten, D. A., & Mackey, A. (2002). A social actor conception of organizational identity and its implications for the study of organizational reputation. Business & Society, 41(4), 393–414. doi: 10.1177/0007650302238775
  • White, H. C., & White, C. A. (1965). Canvases and careers: Institutional change in the French painting world. New York, NY: John Wiley & Sons.
  • Whittington, R. (2006). Learning more from failure: Practice and process. Organization Studies, 27(12), 1903–1906. doi: 10.1177/0170840606071945
  • Wiener, Y. (1988). Forms of value systems: Focus on organizational effectiveness and cultural change and maintenance. Academy of Management Review, 13(4), 534–545.
  • Wilkins, A. L., & Ouchi, W. G. (1983). Efficient cultures: Exploring the relationship between culture and organizational performance. Administrative Science Quarterly, 28(3), 468–481. doi: 10.2307/2392253
  • Wittgenstein, L. (1953). Philosophical investigations. New York, NY: Macmillan.
  • Wry, T., Lounsbury, M., & Glynn, M. A. (2011). Legitimating nascent collective identities: Coordinating cultural entrepreneurship. Organization Science, 22(2), 449–463. doi: 10.1287/orsc.1100.0613
  • Wry, T., Lounsbury, M., & Jennings, P. D. (2014). Hybrid vigor: Securing venture capital by spanning categories in nanotechnology. Academy of Management Journal, 57(5), 1309–1333. doi: 10.5465/amj.2011.0588
  • Young, R. (2004). White mythologies: Writing history and the West. New York, NY: Routledge.
  • Zald, M. N., Morrill, C., & Rao, H. (2005). The impact of social movements on organizations. In G. F. Davis, D. McAdam, W. R. Scott, & M. N. Zald (Eds.), Social movements and organization theory (pp. 253–279). Cambridge: Cambridge University Press.
  • Zerubavel, E. (1991). The fine line: Boundaries and distinctions in everyday life. New York, NY: Free Press.
  • Zietsma, C., & Lawrence, T. B. (2010). Institutional work in the transformation of an organizational field: The interplay of boundary work and practice work. Administrative Science Quarterly, 55(2), 189–221. doi: 10.2189/asqu.2010.55.2.189
  • Zilber, T. B. (2006). The work of the symbolic in institutional processes: Translations of rational myths in Israeli high tech. The Academy of Management Journal, 49(2), 281–303. doi: 10.5465/AMJ.2006.20786073
  • Zucker, L. G. (1977). The role of institutionalization in cultural persistence. American Sociological Review, 42, 726–743. doi: 10.2307/2094862
  • Zuckerman, E. W. (1999). The categorical imperative: Securities analysts and the illegitimacy discount. American Journal of Sociology, 104(5), 1398–1397. doi: 10.1086/210178
  • Zuckerman, E. W., Kim, T., Kalinda, U., & Rittmann, J. (2003). Robust identities or nonentities? Typecasting in the feature film labor market. American Journal of Sociology, 108(5), 1018–1073. doi: 10.1086/377518

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.