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Whilst research in innovation ecosystems has focused on the connectivity, interdependence, and coevolution of actors, technologies, and institutions, there has been a gap in the study of these relationships between actors, with little explanation given on how mutually interdependent parties adapt. In this paper, we draw further on the ecological metaphor to present a view of innovation ecosystems as complex adaptive systems, where patterns of change emerge from microlevel coevolutionary interactions between actors. Drawing on this view, we explore related implications for our understanding of ecosystem boundaries, coevolutionary rules of interaction, and how ecosystems are energized through innovation. Specifically, we contribute to the literature by developing a novel account of innovation ecosystems where actors are bound together through changing modes of coevolution. Drawing on this account, we explore key theoretical and practical implications for our understanding of ecosystem actors, rules of interaction, and the wider innovation ecosystem. We conclude that innovation both maintains and drives change within the innovation ecosystem, by altering the microlevel rules of interaction and coevolutionary relationships between actors.
Dermot Breslin; Johan Kask; Michael Schlaile; Gianpaolo Abatecola. Developing a coevolutionary account of innovation ecosystems. Industrial Marketing Management 2021, 98, 59 -68.
AMA StyleDermot Breslin, Johan Kask, Michael Schlaile, Gianpaolo Abatecola. Developing a coevolutionary account of innovation ecosystems. Industrial Marketing Management. 2021; 98 ():59-68.
Chicago/Turabian StyleDermot Breslin; Johan Kask; Michael Schlaile; Gianpaolo Abatecola. 2021. "Developing a coevolutionary account of innovation ecosystems." Industrial Marketing Management 98, no. : 59-68.
What is the state-of-the-art literature regarding the adoption of the complexity theory (CT) in engineering management (EM)? What implications can be derived for future research and practices concerning sustainability issues? In this conceptual article, we critically discuss the current status of complexity research in EM. In this regard, we use IEEE Transactions on Engineering Management, because it is currently considered the leading journal in EM, and is as a reliable, heuristic proxy. From this journal, we analyze 38 representative publications on the topic published since 2000, and extrapolated through a rigorous keyword-based article search. In particular, we show that: (1) the adoption of CT has been associated with a wide range of key themes in EM, such as new product development, supply chain, and project management. (2) The adoption of CT has been witnessed in an increasing amount of publications, with a focus on conceptual modeling based on fuzzy logics, stochastic, or agent-based modeling prevailing. (3) Many key features of CT seem to be quite clearly observable in our dataset, with modeling and optimizing decision making, under uncertainty, as the dominant theme. However, only a limited number of studies appear to formally adhere to CT, to explain the different EM issues investigated. Thus, we derive various implications for EM research (concerning the research in and practice on sustainability issues).
Gianpaolo Abatecola; Alberto Surace. Discussing the Use of Complexity Theory in Engineering Management: Implications for Sustainability. Sustainability 2020, 12, 10629 .
AMA StyleGianpaolo Abatecola, Alberto Surace. Discussing the Use of Complexity Theory in Engineering Management: Implications for Sustainability. Sustainability. 2020; 12 (24):10629.
Chicago/Turabian StyleGianpaolo Abatecola; Alberto Surace. 2020. "Discussing the Use of Complexity Theory in Engineering Management: Implications for Sustainability." Sustainability 12, no. 24: 10629.
How can virtuous real estate Public-Private Partnerships (PPPs) be developed? This question appears buoyant in urban planning. In fact, notwithstanding their increasing appeal for governing the current complexity of urban infrastructure projects, evidence from the PPP practice is still controversial; some PPPs appear virtuous (i.e. value generating for the parties involved), while some others do not. This is why understanding their conceptual nature is currently posited, by both scholars and policy makers, as a major knowledge gap. To fill this gap, in this conceptual article we adopt a co-evolutionary perspective. We argue co-evolution can provide an innovative, valuable contribution to the study of PPPs. In particular, its most vivid identity can produce a joint and dynamic analysis of the reciprocal, behavioral interdependencies between the PPP elements, such as the private and public counterparts involved in a PPP project. On this basis, we first develop a 2-stage conceptual framework about the potential birth and development of a PPP. We then provide a case illustration of the framework through commenting on the recent construction, and actual functioning, of the Benito Stirpe Football Stadium in the town of Frosinone (Italy). Implications for research and urban policy making follow.
Gianpaolo Abatecola; Michela Mari; Sara Poggesi. How can virtuous real estate public-private partnerships be developed? Towards a co-evolutionary perspective. Cities 2020, 107, 102896 .
AMA StyleGianpaolo Abatecola, Michela Mari, Sara Poggesi. How can virtuous real estate public-private partnerships be developed? Towards a co-evolutionary perspective. Cities. 2020; 107 ():102896.
Chicago/Turabian StyleGianpaolo Abatecola; Michela Mari; Sara Poggesi. 2020. "How can virtuous real estate public-private partnerships be developed? Towards a co-evolutionary perspective." Cities 107, no. : 102896.
This conceptual article discusses and, from some aspects, also problematizes the state-of-the-art regarding co-evolutionary research in Management and Organization Studies (MOS). Analyzing 76 characteristic studies published since 2000, we address three simple, significant questions: What co-evolves? What causal relationships are considered? What are the theoretical processes? The motivation behind our contribution is twofold: on the one hand, the turn of the century witnessed the remarkable growth of inquiries which, at face value, have claimed to be “co-evolutionary”; but, on the other hand, specific analyses about where this fast-growing meta-theoretical perspective on social change is now, and where it could move towards in the future, are still missing in MOS. Our study reveals increasing heterogeneity in defining what co-evolves and the associated causal relationships. It also reveals the prevailing scarcity in explaining what processes substantially characterize co-evolution in MOS. With a view to shaping the future direction of research in this area, we propose four core principles that theoretically set the co-evolutionary project apart.
Gianpaolo Abatecola; Dermot Breslin; Johan Kask. Do organizations really co-evolve? Problematizing co-evolutionary change in management and organization studies. Technological Forecasting and Social Change 2020, 155, 119964 .
AMA StyleGianpaolo Abatecola, Dermot Breslin, Johan Kask. Do organizations really co-evolve? Problematizing co-evolutionary change in management and organization studies. Technological Forecasting and Social Change. 2020; 155 ():119964.
Chicago/Turabian StyleGianpaolo Abatecola; Dermot Breslin; Johan Kask. 2020. "Do organizations really co-evolve? Problematizing co-evolutionary change in management and organization studies." Technological Forecasting and Social Change 155, no. : 119964.
What CEO attributes can improve corporate sustainability? In this regard, what do superstar CEOs, e.g., Mark Zuckerberg, Jeff Bezos, Elon Musk, and Bill Gates, have in common? Also, did the personalities of Jeffrey Skilling and Kenneth Lay contribute to the crack in the US Enron Corporation early in this century? Why, as far as presidential elections are concerned, are some countries, more than others, more likely to vote for seemingly narcissistic politicians? In our practice-oriented review article, we aim to contribute to shedding new light on the challenging evidence continuously evolving around CEOs, in general, and around their effect on corporate sustainability, in particular. Two distinctive features represent the main “so-what” value of our work. First, each of the CEO attributes which we sequentially focus on (i.e., power, personality, profiles, and effect) is, at the beginning, not only separately considered but also associated with many recent examples from business life and from the “CEO world” at an international level. Second, from our analysis, we then derive a conceptual framework which, combining all these attributes into a unique body of knowledge, could be used as a potential starting point for future investigations in this challenging research area regarding the CEO/sustainability relationship. In this regard, we believe understanding how all the analysed attributes coevolve will represent a pivotal question to address if we want to enhance the scientific and practical understanding of CEO (sustainable) behaviour.
Gianpaolo Abatecola; Matteo Cristofaro. Ingredients of Sustainable CEO Behaviour: Theory and Practice. Sustainability 2019, 11, 1950 .
AMA StyleGianpaolo Abatecola, Matteo Cristofaro. Ingredients of Sustainable CEO Behaviour: Theory and Practice. Sustainability. 2019; 11 (7):1950.
Chicago/Turabian StyleGianpaolo Abatecola; Matteo Cristofaro. 2019. "Ingredients of Sustainable CEO Behaviour: Theory and Practice." Sustainability 11, no. 7: 1950.
What are the risks of prioritizing short-term goals in corporate strategy against more long-term oriented (and hopefully sustainable) corporate performance? Through a qualitative case study narrative recalling some aspects of the sadly famous, but still insightful, bankruptcy of the Enron Corporation in the US (2001), this article aims at contributing to shed light on this lively research question within the international research on and practice of behavioural strategy. Given that, also currently, the seasons of corporate scandals do not seem to have ended, the main motivation behind this work is that the lessons which we could have learned after almost 20 years since the Enron seminal disaster occurred, can still probably have a value. In parallel, the main conceptual contribution offered by our case perspective is that, while the massive past and recent Enron’s coverage has mostly devoted attention to the aspects of fraud and its associated business ethics, our analysis is, instead, focused on the corporate strategic orientation mainly deriving from the macho culture of the top executives. Of course, we are aware that concentrating on the latter cannot avoid acknowledging also the importance of the former. Furthermore, the case can also offer a methodological contribution; in fact, while much of the research in corporate governance has been implemented through quantitative techniques, scholars have also recently claimed that additional qualitative research is complementarily needed to reach a more exhaustive big picture on how executives behave.
Gianpaolo Abatecola. Prioritizing Short-Termism in Behavioural Strategy: Lessons from Enron – 20 Years On. International Journal of Business and Management 2019, 14, p60 .
AMA StyleGianpaolo Abatecola. Prioritizing Short-Termism in Behavioural Strategy: Lessons from Enron – 20 Years On. International Journal of Business and Management. 2019; 14 (4):p60.
Chicago/Turabian StyleGianpaolo Abatecola. 2019. "Prioritizing Short-Termism in Behavioural Strategy: Lessons from Enron – 20 Years On." International Journal of Business and Management 14, no. 4: p60.
Purpose Why and how do cognitive distortions in managerial decision making occur? All organizations are imperfect systems (Katz and Kahn, 1966), with wrong decisions often just round the corner. As a consequence, addressing these important questions continues to be particularly lively in the management development area, especially in terms of its intended contribution to the de-biasing activity. Thus, the purpose of this paper is to provide the current scientific dialogue on the topic with updated lenses, which can also be innovative from some aspects. Design/methodology/approach The review framework is based on the recent, impactful article on biases in managerial decision making by Kahneman et al. (2011), and on Bazerman and Moore’s (2013) perspective on emanating heuristics, considered as the causes of biases. Accordingly, the authors derive four intertwined thematic clusters of heuristics, through which the authors systematically group and critically analyze the management literature mostly published on the topic since 2011. Findings From the analyzed clusters the authors propose an integrative framework of emanating heuristics, which focuses on the co-evolving relationships and potentially self-reinforcing processes in and between them. Originality/value The value of the contribution is threefold: from a methodological perspective, to the authors’ knowledge, the studies adopted as the basis of the analysis have not yet been simultaneously used as a comprehensive ground for updated reviews on this topic; from a conceptual perspective, the emerging integrative co-evolutionary framework can help explain the dangerous connections among cognitive traps and emanating heuristics; and from a practical perspective, the resulting framework can also be helpful for future de-biasing attempts in the business arena.
Gianpaolo Abatecola; Andrea Caputo; Matteo Cristofaro. Reviewing cognitive distortions in managerial decision making. Journal of Management Development 2018, 37, 409 -424.
AMA StyleGianpaolo Abatecola, Andrea Caputo, Matteo Cristofaro. Reviewing cognitive distortions in managerial decision making. Journal of Management Development. 2018; 37 (5):409-424.
Chicago/Turabian StyleGianpaolo Abatecola; Andrea Caputo; Matteo Cristofaro. 2018. "Reviewing cognitive distortions in managerial decision making." Journal of Management Development 37, no. 5: 409-424.
Purpose What entrepreneurial competences can increase the start-ups’ infant survival chances? How can the liability of newness be successfully handled? Positioned in this research stream, which, especially over recent years, has been particularly lively also in the Journal of Management Development, the purpose of this paper is to meet not only the research, but also the education and practice-oriented purposes of the journal. Design/methodology/approach How can routines’ exploitation counteract the liability of newness? How can entrepreneurial orientation oppose it? Why is the liability of adolescence important when discussing the performance of start-ups? To address these questions, taken separately into account, the paper presents a set of three case studies from the service industry, each of which is based on a specific research design. Findings The authors found that the routines’ exploitation mechanisms, the degree of entrepreneurial orientation of the founding team, and the stock of the initial assets, could be all considered consistent predictors of new ventures’ infant survival. The authors thus believe that the findings may offer a useful contribution both to current and prospective managers and entrepreneurs. Originality/value Stinchcombe’s assumption about the tremendous failure rate associated with the earliest stage of start-ups’ life cycle has been proved to be valid at least in the most recent evidence from both Europe and the USA. At the same time, formalizing a checklist of competences appropriate to increase the possibilities of organizational infant survival appears as a priority not yet accomplished. Thus, the study is aimed at providing some useful food for thought on this issue.
Gianpaolo Abatecola; Vincenzo Uli. Entrepreneurial competences, liability of newness and infant survival. Journal of Management Development 2016, 35, 1082 -1097.
AMA StyleGianpaolo Abatecola, Vincenzo Uli. Entrepreneurial competences, liability of newness and infant survival. Journal of Management Development. 2016; 35 (9):1082-1097.
Chicago/Turabian StyleGianpaolo Abatecola; Vincenzo Uli. 2016. "Entrepreneurial competences, liability of newness and infant survival." Journal of Management Development 35, no. 9: 1082-1097.
Which executive profiles currently govern the construction value chain? Addressing this lively research question is the key point of our article and it appears central to scholars, practitioners, and policymakers interested in project management in general, and construction and real estate in particular. For this reason, we draw from Upper Echelons Theory in studying the executive profiles of 109 important firms currently active in Italy. Our statistical analysis shows that, although homogeneity substantially regards the executive's gender, age, and level of education, heterogeneity is associated more with his or her functional background. We thus prospect some conceptual and methodological avenues for further analyses in this challenging area of research.
Gianpaolo Abatecola; Matteo Cristofaro. Upper Echelons and Executive Profiles in the Construction Value Chain: Evidence from Italy. Project Management Journal 2016, 47, 13 -26.
AMA StyleGianpaolo Abatecola, Matteo Cristofaro. Upper Echelons and Executive Profiles in the Construction Value Chain: Evidence from Italy. Project Management Journal. 2016; 47 (1):13-26.
Chicago/Turabian StyleGianpaolo Abatecola; Matteo Cristofaro. 2016. "Upper Echelons and Executive Profiles in the Construction Value Chain: Evidence from Italy." Project Management Journal 47, no. 1: 13-26.
How do social organizations evolve? How do they adapt to environmental pressures? What resources and capabilities determine their survival within dynamic competition? Charles Darwin’s seminal work The Origin of Species (1859) has provided a significant impact on the development of the management and organization theory literatures on organizational evolution. This article introduces the JMG Special Issue focused on Darwinism, organizational evolution and survival. We discuss key themes in the organizational evolution research that have emerged in recent years. These include the increasing adoption of the co-evolutionary approach, with a particular focus on the definition of appropriate units of analysis, such as routines, and related challenges associated with exploring the relationship between co-evolution, re-use of knowledge, adaptation, and exaptation processes. We then introduce the three articles that we have finally accepted in this Special Issue after an extensive, multi-round, triple blind-review process. We briefly outline how each of these articles contributes to understanding among scholars, practitioners and policy makers of the continuous evolutionary processes within and among social organizations and systems.
Gianpaolo Abatecola; Fiorenza Belussi; Dermot Breslin; Igor Filatotchev. Darwinism, organizational evolution and survival: key challenges for future research. Journal of Management and Governance 2015, 20, 1 -17.
AMA StyleGianpaolo Abatecola, Fiorenza Belussi, Dermot Breslin, Igor Filatotchev. Darwinism, organizational evolution and survival: key challenges for future research. Journal of Management and Governance. 2015; 20 (1):1-17.
Chicago/Turabian StyleGianpaolo Abatecola; Fiorenza Belussi; Dermot Breslin; Igor Filatotchev. 2015. "Darwinism, organizational evolution and survival: key challenges for future research." Journal of Management and Governance 20, no. 1: 1-17.
Gianpaolo Abatecola. Book Review: Stories of Innovation for the Millennial Generation: The Lynceus Long View. The International Journal of Entrepreneurship and Innovation 2014, 15, 221 -221.
AMA StyleGianpaolo Abatecola. Book Review: Stories of Innovation for the Millennial Generation: The Lynceus Long View. The International Journal of Entrepreneurship and Innovation. 2014; 15 (3):221-221.
Chicago/Turabian StyleGianpaolo Abatecola. 2014. "Book Review: Stories of Innovation for the Millennial Generation: The Lynceus Long View." The International Journal of Entrepreneurship and Innovation 15, no. 3: 221-221.
Purpose – This article aims to comment on how the empirical research on board effectiveness in crisis contexts has been evolving over time. Over the years, the empirical evidences have demonstrated that particular board features can improve the survival chances of firms suffering a crisis and, to date, experts agree that discussing these evidences is necessary for the further improvement of knowledge in this field. Design/methodology/approach – This is a critical review article. Findings – Valuable evidences emerge from the review. For example, it seems that board independence has a key role in enhancing the performance of firms suffering a crisis. At the same time, the review suggests that further refinement is needed for supporting (or eventually refuting) the idea that boards and/or Chief Executive Officers (1) must be replaced to achieve successful turnaround strategies. Originality/value – On the basis of its findings, the review also prospects a number of conceptual and methodological implications for the future research and practice about board effectiveness in corporate crises. For example, these implications are associated with future investigations about the executives’ sociodemographic features and personality traits as well. More international comparisons seem also needed to improve the reliability of the extant knowledge.
Gianpaolo Abatecola; Vincenzo Farina; Niccolò Gordini. Board effectiveness in corporate crises: lessons from the evolving empirical research. Corporate Governance: The International Journal of Business in Society 2014, 14, 531 -542.
AMA StyleGianpaolo Abatecola, Vincenzo Farina, Niccolò Gordini. Board effectiveness in corporate crises: lessons from the evolving empirical research. Corporate Governance: The International Journal of Business in Society. 2014; 14 (4):531-542.
Chicago/Turabian StyleGianpaolo Abatecola; Vincenzo Farina; Niccolò Gordini. 2014. "Board effectiveness in corporate crises: lessons from the evolving empirical research." Corporate Governance: The International Journal of Business in Society 14, no. 4: 531-542.
Purpose – Over the last 30 years, specific investigations into self-reinforcing processes in managerial decision making have been gaining momentum within the mainstream literature of management. However, to date, it is claimed that understanding these processes properly still requires additional research efforts. Thus, the purpose of this conceptual paper is to follow this claim. Design/methodology/approach – The paper tries to inform the conversation about self-reinforcing processes in managerial decision making through adopting lenses drawing from the biological philosophy of organizational change. In particular, the co-evolutionary approach to organizational change, with a focus on CEOs, and/or top management teams (TMT), is adopted. Findings – As its core contribution, the paper proposes that self-reinforcing processes in the CEOs/TMTs’ decision making can occur because of the emergence (and subsequent consolidation) of co-evolving heuristics. On this basis, the paper also prospect potential avenues for future integrations in this field. Originality/value – As the paper concludes, advancing the general understanding of self-reinforcing processes in managerial decision making can represent an important opportunity for the research and practice of management in general, but also for some management sub-domains, such as that of behavioural strategy, in particular.
Gianpaolo Abatecola. Untangling self-reinforcing processes in managerial decision making. Co-evolving heuristics? Management Decision 2014, 52, 934 -949.
AMA StyleGianpaolo Abatecola. Untangling self-reinforcing processes in managerial decision making. Co-evolving heuristics? Management Decision. 2014; 52 (5):934-949.
Chicago/Turabian StyleGianpaolo Abatecola. 2014. "Untangling self-reinforcing processes in managerial decision making. Co-evolving heuristics?" Management Decision 52, no. 5: 934-949.
Gianpaolo Abatecola. Research in organizational evolution. What comes next? European Management Journal 2014, 32, 434 -443.
AMA StyleGianpaolo Abatecola. Research in organizational evolution. What comes next? European Management Journal. 2014; 32 (3):434-443.
Chicago/Turabian StyleGianpaolo Abatecola. 2014. "Research in organizational evolution. What comes next?" European Management Journal 32, no. 3: 434-443.
Real estate has always played a key role in the economy of industrialised countries. To date, fine-tuned studies have started to grow and develop to inform about the evolution of real estate management as a per se discipline for education, research and practice. Increasing reviews have also systematised what is hot and what is not in terms of research trends within this field. However, what seems to remain largely unaddressed is the appropriate conceptual and methodological classification of the boundaries delimiting the field itself. We do believe that this gap is not minor for both the research and practice, in that it negatively affects the possibility of conducting appropriate analyses from both qualitative and quantitative perspectives. We have thus conceived this article as an intended contribution to filling the stated gap.
Gianpaolo Abatecola; Roberto Cafferata. Real estate management: what boundaries? A European approach. International Journal of Globalisation and Small Business 2014, 6, 163 .
AMA StyleGianpaolo Abatecola, Roberto Cafferata. Real estate management: what boundaries? A European approach. International Journal of Globalisation and Small Business. 2014; 6 (3/4):163.
Chicago/Turabian StyleGianpaolo Abatecola; Roberto Cafferata. 2014. "Real estate management: what boundaries? A European approach." International Journal of Globalisation and Small Business 6, no. 3/4: 163.
This article seeks to provide its readers with useful insights about what key factors towards survival (or failure) can be associated with different stages of the organisational life cycle. In particular, the article aims to explain how the empirical developments from ‘organisational adaptation’ literature can be useful, especially to the practice of management, for gaining fruitful recommendations about the investigated research question. The article has been specifically designed to fit the audience of the Journal of General Management. In fact, it mostly focuses on the managerial implications demonstrated by a number of real world examples (e.g. Ryanair, Zalando, Gucci and Google) currently associated with the discussed literature.
Gianpaolo Abatecola. Survival or Failure within the Organisational Life Cycle. What Lessons for Managers? Journal of General Management 2013, 38, 23 -38.
AMA StyleGianpaolo Abatecola. Survival or Failure within the Organisational Life Cycle. What Lessons for Managers? Journal of General Management. 2013; 38 (4):23-38.
Chicago/Turabian StyleGianpaolo Abatecola. 2013. "Survival or Failure within the Organisational Life Cycle. What Lessons for Managers?" Journal of General Management 38, no. 4: 23-38.
This article aims at discussing how the literature about the real estate management has been evolving over time. To date, both scholars and practitioners substantially converge in maintaining that, if properly performed, that bundle of operations known as corporate real estate management (CREM) can positively affect the overall corporate profitability. Nonetheless, this assumption seems to need more empirical evidence if it wants to be consolidated. Furthermore, although CREM is still the most addressed area of inquiry, over the last years, the attention to related topics, such as the managing of construction projects, has been increasing also. We believe that, in the future, the attention to these topics will increase proportionally to the growing relevance of environmental and social sustainability issues.
Gianpaolo Abatecola; Andrea Caputo; Michela Mari; Sara Poggesi. Real estate management: past, present, and future research directions. International Journal of Globalisation and Small Business 2013, 5, 98 .
AMA StyleGianpaolo Abatecola, Andrea Caputo, Michela Mari, Sara Poggesi. Real estate management: past, present, and future research directions. International Journal of Globalisation and Small Business. 2013; 5 (1/2):98.
Chicago/Turabian StyleGianpaolo Abatecola; Andrea Caputo; Michela Mari; Sara Poggesi. 2013. "Real estate management: past, present, and future research directions." International Journal of Globalisation and Small Business 5, no. 1/2: 98.
Managing corporate crises has always been a topic of interest in the evolving research about futures, especially as far as recent literature about scenario planning is concerned. Dealing with crises is even more important to date, because of the large amount of corporate failures determined by the current macro-economic recession worldwide. While a number of reliable research methodologies on crises’ antecedents exist, it is still maintained that both the literature and practice of management lack appropriate theoretical perspectives for holistically capturing the overall dynamics of crises’ paths. This conceptual article aims at contributing to filling this gap by suggesting that patterns of corporate crises can be conceived through extensively drawing on the evolving literature about organizational adaptation. The article follows one of the latest streams of research published in Futures. In fact, through adopting co-evolutionary lenses to adaptation, the article provides its readers with an interpretative framework that conceptualizes crises’ patterns as an ineffective adaptation process.
Gianpaolo Abatecola. Interpreting corporate crises: Towards a co-evolutionary approach. Futures 2012, 44, 860 -869.
AMA StyleGianpaolo Abatecola. Interpreting corporate crises: Towards a co-evolutionary approach. Futures. 2012; 44 (10):860-869.
Chicago/Turabian StyleGianpaolo Abatecola. 2012. "Interpreting corporate crises: Towards a co-evolutionary approach." Futures 44, no. 10: 860-869.
Purpose: This conceptual paper aims at providing the readers of the Journal of Management History with an evaluation of the overall impact of Arthur Stinchcombe’s liability of newness construct on the management literature about organizational evolution over time.\ud Design/methodology/approach: The paper adopts an historical approach for discussing the development of those theoretical and empirical trajectories which, drawing on Stinchcombe’s seminal\ud underpinnings, have been developed by scholars over the second half of the twentieth century. The most recent enhancements on this topic are also discussed.\ud Findings: The analysis demonstrates that the impact of the liability of newness on the related literature is great and twofold. On the one hand, it emerges that this concept has directly inspired a number of subsequently formulated constructs, such as the liabilities of smallness, adolescence and aging. On the other hand, it is evidenced that Stinchcombe’s seminal insights still constitute one of the\ud most fascinating bases for directing and positioning scholarly efforts within the organizational evolution research domain to date. Originality/value: The value of this paper is that it adopts a unique way for examining the development of a number of theoretical frameworks and empirical inquiries variously associated with the liability of newness over time. Three time decades are historically identified and the links among them are deepened
Gianpaolo Abatecola; Roberto Cafferata; Sara Poggesi. Arthur Stinchcombe's “liability of newness”: contribution and impact of the construct. Journal of Management History 2012, 18, 402 -418.
AMA StyleGianpaolo Abatecola, Roberto Cafferata, Sara Poggesi. Arthur Stinchcombe's “liability of newness”: contribution and impact of the construct. Journal of Management History. 2012; 18 (4):402-418.
Chicago/Turabian StyleGianpaolo Abatecola; Roberto Cafferata; Sara Poggesi. 2012. "Arthur Stinchcombe's “liability of newness”: contribution and impact of the construct." Journal of Management History 18, no. 4: 402-418.
Gianpaolo Abatecola. Organizational adaptation: an update. International Journal of Organizational Analysis 2012, 20, 274 -293.
AMA StyleGianpaolo Abatecola. Organizational adaptation: an update. International Journal of Organizational Analysis. 2012; 20 (3):274-293.
Chicago/Turabian StyleGianpaolo Abatecola. 2012. "Organizational adaptation: an update." International Journal of Organizational Analysis 20, no. 3: 274-293.