Can competing frames co-exist
Subtitle: the paradox of threatened response
By: Clark G. Gilbert
Contributors: Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 02-056; Working paper (Harvard Business School. Division of Research) -- 02-056
Publisher: Division of Research, Harvard Business School
Published: 2002
Place of publication: Boston
Language: eng
Number of pages: 38
Description: Response to environmental change is at the heart of firm sustainability. In the case of disruptive technology, previous research describes this challenge as a problem of commitment. Because disruptive proposals do not fit the criteria considered in the existing resource allocation process, they are denied organizational commitment. The following research seeks to address the phenomenon where incumbents do commit substantial resources, but then force those commitments around their existing business rather than find new markets. The analysis draws on extensive multi-level, longitudinal field data collected from a single revelatory case of a newspaper company as its management responded to the Internet. The conceptual framework for the study links the resource allocation and threat rigidity literatures. The data show that threat framing helps build impetus and commitment for disruptive projects that would otherwise stall. However, this same threat-induced action invokes a set of rigidities that prove maladaptive in the face of disruptive change. The research suggests that the role of structure goes beyond resource allocation. Structural independence creates strategic de-coupling of threat and opportunity framing, allowing the simultaneous management of otherwise inconsistent frames.
Notes: Includes bibliographical references.