Nadine Kammerlander
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Kammerlander
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Nadine
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Organizational Identity and Adaptation to Discontinuous Change: The Role of Focus and Locus

2012-08-07 , Kammerlander, Nadine , König, Andreas , Enders, Albrecht

Organizational identity has been envisaged as a critical precursor of organizational adaptation. However, the various dimensions of identity and their precise influence on organizations' responses to discontinuous technologies remain underexplored. Using rich field data on the responses of 14 German publishing houses to the emergence of digitization, we provide an explorative basis to fill this gap. Our analysis suggests that two dimensions of organizational identity exist, each having different main effects: focus, which ranges from inclusive to exclusive, significantly affects the degree to which companies adopt the new technology or do not; locus of identity, which may be self- or environment-related, is strongly associated with the speed of the response to discontinuous change. We then explore the interactive effects of identity focus and locus on incumbent adaptation. Our inquiry reveals that each of the four focus-locus combinations shows an idiosyncratic pattern of adaptation regarding the response timing, the activeness versus passiveness of the response, and, where applicable, the precise type of active response strategy. Our research adds to the emerging stream of research on cognitive determinants of organizational adaptation and is one of the first empirical studies to explain incumbent response heterogeneity through the lens of organizational identity.

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How Do Established Family Businesses Adapt to Technological Discontinuities? : A Series of Inductive Case Studies

2011-05-27 , Kammerlander, Nadine , König, Andreas , Schillo, Barbara

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Organizational Identity, Adaptation to Discontinuous Change, and the Role of Family Ownership : Evidence from Publishing Houses' Responses to Digitization

2012-06-01 , Kammerlander, Nadine , König, Andreas , Enders, Albrecht

We work to unbundle the relationship between organizational identity and organizational adaptation to discontinuous technologies. While organizational identity has been envisaged as an impediment to the adoption of technological discontinuities by the majority of scholars, other research has recently portrayed organizational identity as a driver for change. We provide an explorative basis to reconcile these contradictions by dissecting elements of organizational identity that exacerbate organizational inertia and constitu-ents of organizational identity that enable organizations to respond earlier and more flexibly to environmental changes. Using field data on the response patterns of German publishing houses to the emergence of digitization and internet-enabled business models, we identify four distinct types of organizational identity, which we metaphorically label as Mercenaries, Knights, Villeins, and Samu-rai. These four identity types vary with regard to two dimensions of identity: focus, which ranges from highly intra- to highly extra domain focused, and locus of legitimacy, which ranges from highly self-related to highly environment-related. Furthermore, we propose that each of the four types of organizational identity entails a characteristic pattern of adaptation that is idiosyncratic regard-ing the response timing, the activeness versus passiveness of the response, and the type of active response strategies. Our re-search adds to the emerging stream of research on cognitive-emotional determinants of organizational adaptation, particularly by providing a framework that explains how variation in the identity of organizations causes variations in those organizations' adoption of technological discontinuities. We also enhance knowledge on family businesses by showing that family influenced b

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How Do Established Family Businesses Adapt to Technological Discontinuities? : A Series of Inductive Case Studies

2011-05-06 , Kammerlander, Nadine , König, Andreas , Enders, Albrecht

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