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Journal articleMurtinu S, Park HD, Tucci CL, et al., 2027, , Journal of Business Venturing, Vol: 42, ISSN: 0883-9026
Rapid technological advances in artificial intelligence and other digital technologies play a critical role in enabling established organizations to venture into new entrepreneurial opportunities. These advances present new challenges for corporate venturing (CV): how to organize, transfer information, and execute venturing activities as existing organizational structures and competencies become obsolete. This article introduces a framework for understanding how digital technologies reshape knowledge search in CV contexts under varying levels of environmental complexity, and proposes a typology of human-machine configurations that serves as a diagnostic tool for assessing the degree of machine autonomy in CV decisions. It further explores the opportunities and unintended consequences of these evolving digital venturing practices.
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Journal articleAutio E, Buyssens H, Seckler C, et al., 2026, , Journal of Business Venturing Design, Vol: 5, Pages: 100039-100039, ISSN: 2667-2774
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Journal articleZamparini A, Stigliani I, Corley K, 2026,
How brokers enable collective identity formation in fragmented industry groups: the case of Franciacorta wineries
, Journal of Management Studies, ISSN: 0022-2380This study illuminates the role of brokers, i.e., actors spanning inter-organizational boundaries, in the process of collective identity formation in fragmented industry groups. Through an in-depth longitudinal analysis of the Franciacorta wineries from the 1960s to the 1990s, we uncover how technical consultants acting as brokers facilitated collective identity formation by interacting with wineries through three mechanisms: translation, cross-pollination, and integration. Our grounded model of collective identity formation reveals a distributed and co-creative pathway to cohesive identity understandings built from the interstices of fragmented industry groups, through the co-creation of practices, the weaving of social connections, and the facilitation of an optimally distinctive collective identity via inward adaptation and outward alignment between broader industry domains and local contexts. Our study advances theory by foregrounding the more inconspicuous practice-level and social work that precedes, and ultimately determines the success of, the more visible identity-defining moments that happen via symbolic representation or institutional codification.
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Journal articleFraser J, Altman EJ, Ozcan P, 2026, , Strategic Management Journal, ISSN: 0143-2095
Research SummaryDespite growing interest in platform transitions, limited research examines how firms navigate challenges of building platform businesses alongside existing products. Through a longitudinal case study of a financial services firm launching a platform, we develop a process model revealing how data bottlenecks shape platform development. These bottlenecks arise from the interplay of technological limitations and control tensions over data aggregation, sharing, and usage. We identify five sequential bottlenecks, where resolving one reconfigures constraints, giving rise to the next. We theorize how data heterogeneity, variation in strategic sensitivity, and actors' absorptive capacity create opportunities for platform sponsors to capture value without competing with complementors. We extend resource dependency theory by showing how peripheral units overcome power imbalances by demonstrating value creation potential with limited data.
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Journal articleRoche M, Choudhury P, Larson B, et al., 2026, , Industry and Innovation, ISSN: 1366-2716
Do organisations need mandatory return-to-office policies to foster creativity and innovation? This article evaluates that question through a balance synthesis of arguments presented in a live debate at the 2025 DRUID conference. The argument in favour of office mandates highlights that sustained and predictable patterns of co-presence enable the knowledge spillovers, tacit knowledge exchange, serendipitous encounters, intimate co-creation, and cultural cohesion that are critical to creativity and innovation. The case against such mandates stresses their potential costs, including reduced autonomy, psychological reactance, weaker motivation, homophily, and the risk of mistaking presence for effective collaboration, especially given the growth of distributed innovation and given that remote work allows firms to tap into distant talent. Our collective assessment is that co-presence clearly matters for creative and innovative work. The evidence presented during the debate does not clearly support the stronger claim that the threshold must be a majority of working time, or that the policy instrument must be a mandate. We conclude that the key challenge is not simply where people work, but how organisations facilitate interaction and collaboration across modes of work.
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Journal articleVasudeva G, Mahalingam A, Kretschmer T, 2026, , Strategic Organization, ISSN: 1476-1270
<jats:p>Digital entrepreneurs play a critical role as complementors in platform ecosystems yet often face formidable power imbalances vis-à-vis platform owners and venture capitalists (VCs). To explore how entrepreneurs buffer against powerful platforms and enhance their own bargaining power, we conceptualize their diversification strategies as “escape routes”—across product categories (portfolio diversity) and across platforms (multihoming)—through the lens of native platform choice and VC funding. We propose three distinctive models of complementors’ diversification choices that arise when the VC’s interests align with those of the complementor, platform or neither, illustrating the triadic platform-complementor-VC dynamics. Using data on iOS and Android app developers, and their VC funding status, we find that originating on Apple’s iOS platform correlates with relatively narrow portfolio breadth but a stronger tendency to serve multiple platforms. Conversely, originating on Google’s Android platform is associated with greater portfolio diversity yet a lower propensity for cross-platform expansion. Interestingly, neither VC funding nor native platform choice alone fully predict all diversification choices; rather, the additive effects of these factors reveal the “escape routes” or “all-in” focused approaches. Notably, regardless of the native platform, developers securing VC funding appear to specialize, suggesting a ‘VC standalone’ model, whereby independent of the platform power dynamics, external capital may prefer strategic depth over breadth. Our conceptual model and findings highlight how powerful platforms and scarce venture capital shape entrepreneurial choices, offering new insights into how these stakeholders’ interests may converge or diverge in collective enterprises such as platform ecosystems.</jats:p>
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Journal articleGualtieri G, Dalpiaz E, Hampel C, 2026, , Innovation, ISSN: 1447-9338
Innovations such as AI are the subject of much hype in society. Burgeoning scholarship on hype and entrepreneurship has focused on the sustained high expectations and excitement that hyped innovations attract. This essay reorients extant scholarship by uncovering an unexplored phenomenon: the moral polarisation that regularly accompanies hyped innovations from the outset. We articulate how the emergence of hyped innovations triggers polarised moral views in society as audiences disagree about the innovation’s moral, rather than pragmatic, value, and what challenges this presents for the proponents of hyped innovations. We argue that this dynamic may emerge as the visibility generated by hype moves an innovation’s evaluation beyond experts to audiences relying on conflicting sources, while its framing as highly consequential shifts that evaluation from the technical plane to the moral one. Under these conditions, opposing views may harden into mutually delegitimising camps rather than mere differences of opinion. We illustrate this through the case of 5G technology, a hyped innovation that faced celebration and condemnation at once. Our essay outlines four promising research opportunities about the important topics of how moral polarisation emerges alongside hype, how innovative companies may navigate it, how processes of depolarisation unfold, and how individuals associated with hyped innovations experience the micro-dynamics of this morally charged situation.
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Journal articleDenrell J, Knudsen T, Christensen M, et al., 2026, , Strategic Management Journal, Vol: 47, Pages: 2459-2490, ISSN: 0143-2095
How should organizations manage learning dynamics? Strategy theories suggest “more-is-better”—fast, frictionless sharing enhances performance—while organizational learning theory warns that “less-is-more,” as fast learning causes premature convergence. We reconcile this tension by showing that the “less-is-more” prediction depends critically on a key assumption in classic computational models: that information about agents' performance is not continuously updated. When performance information is timely, fast learning enhances exploration. The mechanism is Target Diversity: fast learning allows many individuals to rapidly reach the performance frontier, increasing the set of imitation targets. Organizations thus learn from a diverse, shifting set of targets. The implication is that organizations achieve superior performance not by restricting information or slowing learning, but by making data on choices and performance available more quickly.
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Journal articleDenrell J, Christensen M, Knudsen T, et al., 2026, , Academy of Management Review, ISSN: 0363-7425
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Journal articleHsieh Y-Y, Puranam P, Gelman-Hofstadter N, 2026,
Neither community nor corporation?A deeper look at Decentralized Autonomous Organizations (DAOs)
, Industrial and Corporate Change, ISSN: 0960-6491The surge in decentralized autonomous organizations (DAOs) since 2018 arguably represents the “great decentralization experiment” of our times. Traditionally, firms align actors through financial incentives and centralized authority; communities motivate through shared values and self-selection. DAOs, in their ideal form, promise to combine the scalability of the former with the participation of the latter. A growing body of research on individual DAOs, however, casts doubt on whether this promise is fulfilled. What do DAOs’ departures from their design aspirations reveal about decentralization, autonomy, and organization itself? We study this question using DeepDAO, the largest systematic dataset on DAOs to date. Our findings confirm that most DAOs are not meaningfully decentralized, autonomous, or coherently organizational. Studying these departures from design aspirations at scale yields three theoretical recalibrations. First, decentralization operates differently at different levels: The DAO ecosystem is decentralized, but individual DAOs are not. Decision-making power in DAOs is concentrated through asymmetries in token ownership and chronically low participation. Second, autonomy is polysemous in ways that the DAO experiment lays bare: the term conflates automation with independence, and most DAOs achieve neither. Third, low participation rates and de facto concentration of decision-making rights reframe the question of what it means to be an organization at all, not as a binary condition but as a profile of degrees across multiple dimensions. DAOs thus force a re-specification of concepts that organization science has long treated as settled and illuminate the limits of technology as a decentralizing force.
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