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      A Spanner in the Works: Category-Spanning Entrants and Audience Valuation of Incumbents

      1 , 1
      Strategy Science
      Institute for Operations Research and the Management Sciences (INFORMS)

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          Abstract

          Previous work has examined how audiences evaluate category-spanning organizations, but little is known about how their entrance affects evaluations of other, proximate organizations. We posit that the emergence of category-spanning entrants signals the advent of an altered future state—and seeds doubt about incumbents’ prospects in a reordered industry-categorization scheme. We test this hypothesis by treating announcements of funding for startups as an information shock to investors evaluating incumbent financial service providers between 2010 and 2017—a period marked by atypical category combinations at FinTech startups. We find that announcements by startups that embodied unusual combinations of categories resulted in lower cumulative average returns for incumbents, both in absolute terms and in comparison with typical startups. Our theory and results contribute to research on categorization in markets and to theories of disruptive innovation and industry evolution.

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          Most cited references87

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          Dynamic capabilities and strategic management

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            Exploration and Exploitation in Organizational Learning

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              Technology as an occasion for structuring: evidence from observations of CT scanners and the social order of radiology departments.

              S R Barley (1986)
              New medical imaging devices, such as the CT scanner, have begun to challenge traditional role relations among radiologists and radiological technologists. Under some conditions, these technologies may actually alter the organizational and occupational structure of radiological work. However, current theories of technology and organizational form are insensitive to the potential number of structural variations implicit in role-based change. This paper expands recent sociological thought on the link between institution and action to outline a theory of how technology might occasion different organizational structures by altering institutionalized roles and patterns of interaction. In so doing, technology is treated as a social rather than a physical object, and structure is conceptualized as a process rather than an entity. The implications of the theory are illustrated by showing how identical CT scanners occasioned similar structuring processes in two radiology departments and yet led to divergent forms of organization. The data suggest that to understand how technologies alter organizational structures researchers may need to integrate the study of social action and the study of social form.
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                Author and article information

                Contributors
                (View ORCID Profile)
                (View ORCID Profile)
                Journal
                Strategy Science
                Strategy Science
                Institute for Operations Research and the Management Sciences (INFORMS)
                2333-2050
                2333-2077
                September 2022
                September 2022
                : 7
                : 3
                : 190-209
                Affiliations
                [1 ]Technology and Operations Management, Harvard Business School, Boston, Massachusetts 02163
                Article
                10.1287/stsc.2021.0130
                68c40ac2-d68d-4f1b-ae30-b5cb98dd3e9e
                © 2022
                History

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