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While scholars have explored how focal firms harness demand-side value through ecosystem development, less emphasis has been placed on understanding how peripheral complementors become competitive. Unlike focal firms, complementors can seldom set value extraction rules. How can complementors lacking critical supply-side resources establish themselves as ecosystem leaders? We conducted a longitudinal analysis of Xiaomi, which began life as a smartphone software complementor within the Android ecosystem but ultimately gained architectural control by orchestrating the creation of a derivative ecosystem. We elucidate how these resource-disadvantaged firms may begin with fueling an "identity movement" among underserved users centered around a pivotal "foothold resource." This movement serves as their entry point into an ecosystem and enables them to build a demand-side community. They then employ "demand pull" as concrete evidence to substantiate their vision, coalesce supply-side resources, and ultimately become an orchestrator. While conventional strategy research emphasizes supply-side resources as drivers of value creation, we explore the synergy between demand-side mobilization and supply-side orchestration. Finally, we illustrate how firms lacking resources craft compelling visions in conjunction with substantive actions to engage evolving target audiences. This approach allows them to secure more advantageous positions within the ecosystem, thereby transforming its structure over time. [ABSTRACT FROM AUTHOR]

In this article, based on a Symposium held at the 2022 Academy of Management Meeting, we present a moderated discussion between established scholars in the field of grand challenges—Shahzad (Shaz) Ansari, Natalie Slawinski, and Eero Vaara—focusing on the role of institutional, paradox, and practice theories in research on grand challenges. Our goal for the symposium was to bring these theoretical perspectives into conversation, reflect on the strengths and weaknesses of the lenses, and discuss potential intersections for future research on grand challenges. We present the panelists' prepared remarks as well as the interactive discussion covering four topics: the limitations of existing concepts and theories, materiality, impact, and relations between theory and practice. As part of these four discussion topics, we also present questions and reflections from the audience. We conclude by summarizing insights gleaned from the symposium about critical gaps and avenues for future research. [ABSTRACT FROM AUTHOR]

Social movement scholars have typically focused either on how social movements strategically use collective action frames to confront targets and mobilize supporters or on how targets respond to social movements. Few have captured the interactional dynamics between the two. This oversight tends to obscure how an extant collective action frame may shift or how a new one may arise during such interactions. To address this issue, we focus on movement–target interactions and illuminate the microfoundations of framing that produce a new collective action frame. Drawing on real-time participant observations, we examine how an unintended collective action frame emerged and escalated during a year-long interaction between the Occupy London movement and St. Paul's Cathedral, Church of England. Occupy protesters shifted from a "capitalism is crisis" frame targeting the U.K.'s financial establishment to a "what would Jesus do?" frame targeting the Church of England. We develop a process model based on the interplay of frame laminations and three situational mechanisms—emotional attachment to a frame, frame sacralization, and frame amplification—derived from an analysis of framing in movement–target interactions to explain the emergence and escalation of an unexpected collective action frame. [ABSTRACT FROM AUTHOR]

While scholars have provided increasingly well-developed theoretical frameworks for understanding the role of institutional entrepreneurs and other purposeful actors in bringing about change in organizational fields, much less attention has [...]

The application of the institutional theory and the regime theory to examine the impact of global regulatory institutions like the Kyoto Protocol, on collective institutional entrepreneurship for collective action on puboic policy to control climate change is described.

Research summary: How firms respond to the emergence of dominant platforms that undermine their competitiveness remains a strategic puzzle. Our longitudinal study shows how one incumbent, Cisco, responded to such a challenge by creating a new platform, Fog, without undermining the dominant platform, Cloud, where it played a complementor role. By developing a process model we reveal how a firm in a peripheral role in a platform ecosystem can reposition itself through a dynamic mix of material, symbolic and institutional actions to develop and legitimize an alternative platform. This can be done first through symbiosis with the dominant platform, then partial competition with it. We theorize the value of a mutualistic "rising tide lifts all boats" strategy in contrast to hostile "winner takes all" approaches. Managerial summary: The increasing pervasiveness of digital platforms are driving established firms to reboot their strategy to embrace emergent forms of competition, collaboration, and mutual coexistence. Fearing disruption in their traditional business models, firms may decide to jump into the platform game. However, this is not straightforward since they do not want to go head-to-head with existing platforms and alienate their partners and customers by being perceived as encroaching on their turf. We describe one way that established technology firms are overcoming this dilemma through a "rising-tide-lifts-all-boats" strategy to cultivate new platforms. We show the value of seemingly inconsistent and dynamic approaches toward strategic communication and investments firm can use to lead new platforms without facing backlash from others. [ABSTRACT FROM AUTHOR]