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Scheduling Correction Re: AOM Symposium: The Macro-Structures and Micro-Processes of Cultural Mixing

  • 1.  Scheduling Correction Re: AOM Symposium: The Macro-Structures and Micro-Processes of Cultural Mixing

    Posted 07-23-2013 10:45
    In the interest of avoiding scheduling mishaps and confusion... The original notice indicated that the following session would be held on Tuesday, August 12 2013 1:15 - 2:45PM.

    The correct date of the session is Monday, August 12 2013 1:15-2:45PM.

    Apologies for this discrepancy and for cross posting.


    On Mon, Jul 22, 2013 at 11:43 AM, Matthew Grimes <mgrimes@ualberta.ca> wrote:

    AOM Symposium 

    The Macro-Structures and Micro-Processes of Cultural Mixing: Exploring Opportunities for Synthesis

    We hope you will consider attending our symposium at the Academy of Management Annual Meeting for an engaging moderated panel discussion on the topic of cultural mixing in organizations.  This session may be of interest to scholars studying culture and innovation from the perspectives of categories and category spanning, institutional complexity, sensemaking, and social entrepreneurship, as well as those with a more general interest in innovation at the cultural frontier.

    Tuesday, Aug 12 2013 1:15PM - 2:45PM 
    WDW Yacht and Beach Club Resort, Grand Harbor Salon VI

    Program Session #: 1019

    Division Sponsors: OMT, MOC, ENT

    Participants:

    Co-organizer: Matthew Grimes; U. of Alberta

    Co-organizer: Tyler Wry; U. Penn.

    Moderator: Joe Porac; NYU

    Panelist: Adam Cobb; U. Penn.

    Panelist: Joep Cornelissen; VU U. Amsterdam

    Panelist: Matt Kraatz; U. Illinois

    Panelist: Giacomo Negro; Emory

    Panelist: Paul Tracey; Cambridge

    Panelist: Klaus Weber; Northwestern

    Summary 
    A focus on culture – defined as shared meaning systems that stabilize action among groups of actors by anchoring interpretive and evaluative processes – is a key feature among macro organizational theories. While culture is evident at multiple levels of analysis (e.g., in logics, categories, frames, and identities) and at multiple stages of the organizational life cycle (e.g., new venture creation, growth, death) which are variously emphasized by different theories, there is a common assumption that firms which fail to resonate with relevant cultural beliefs risk problems associated with a lack of legitimacy.  Despite these hazards, combining elements from different meaning systems – or cultural mixing – is a common practice, implicating both organizations and their products. As such, this session is oriented around an important, yet unresolved, tension:  if cultural mixing is problematic, why is it so prevalent across empirical domains and how can we account for instances where it is positively received?  We intend for the session to provide the opportunity for the cross-pollination of ideas, a discussion on how best to conceptualize the linkages and overlap between these theories as they pertain to cultural mixing, and finally an agenda for developing new theory on the topic.

    Apologies for cross-postings.

    See you in Orlando!

    Best regards,

    Matthew Grimes, Ph.D.
    Assistant Professor
    Department of Strategic Management & Organization
    University of Alberta Business School
        


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