The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.
How Entrepreneurs Use Symbolic Management to Acquire Resources
Abstract
Results of a two-year inductive field study of British ventures show that entrepreneurs are more likely to acquire resources for new ventures if they perform symbolic actions—actions in which the actor displays or tries to draw other people's attention to the meaning of an object or action that goes beyond the object's or action's intrinsic content or functional use. We identify four symbolic action categories that facilitate resource acquisition: conveying the entrepreneur's personal credibility, professional organizing, organizational achievement, and the quality of stakeholder relationships. Our data show that entrepreneurs who perform a variety of symbolic actions from these categories skillfully and frequently obtain more resources than those who do not. Our data also suggest three factors—structural similarity, intrinsic quality, and uncertainty—that moderate the relationship between symbolic management and resource acquisition. We theorize how the various symbolic action categories shape different forms of legitimacy that help entrepreneurs acquire resources.
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Cites
Managing Legitimacy: Strategic and Institutional Approaches
Suchman, M. C. (1995) · The Academy of Management Review · doi:10.2307/258788 · Cited by 19,903
Hartley, J. (2004) · Essential Guide to Qualitative Methods in Organizational Research · doi:10.4135/9781446280119.n26 · Cited by 15,461
Emirbayer, M., & Mische, A. (1998) · American Journal of Sociology · doi:10.1086/231294 · Cited by 6,165
Social Structure and Organizations
Stinchcombe, A. L. (2004) · Advances in Strategic Management · doi:10.1016/s0742-3322(00)17019-6 · Cited by 4,347
The Influence of Source Credibility on Communication Effectiveness
Hovland, C. I., & Weiss, W. (1951) · Public Opinion Quarterly · doi:10.1086/266350 · Cited by 3,543 · cited 1×
“, entrepreneur) affects the credibility of the message (Hovland and Weiss, 1951; Petty and Cacioppo, 1986).”
BackgroundThe Double-Edge of Organizational Legitimation
Ashforth, B. E., & Gibbs, B. W. (1990) · Organization Science · doi:10.1287/orsc.1.2.177 · Cited by 2,228
Carnevale, P. J. D., & Isen, A. M. (1986) · Organizational Behavior and Human Decision Processes · doi:10.1016/0749-5978(86)90041-5 · Cited by 751
Cited by
Theory Building From Cases: Opportunities And Challenges
Eisenhardt, K. M., & Graebner, M. E. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.24160888 · Cited by 16,670
Business model design and the performance of entrepreneurial firms
Zott, C., & Amit, R. (2007) · Organization Science · doi:10.1287/orsc.1060.0232 · Cited by 1,707
Self-citationFrom smoke and mirrors to walking the talk: Decoupling in the contemporary world
Bromley, P., & Powell, W. W. (2012) · Academy of Management Annals · doi:10.5465/19416520.2012.684462 · Cited by 1,656
Resources as dual sources of advantage: Implications for valuing entrepreneurial‐firm patents
Hsu, D. H., & Ziedonis, R. H. (2013) · Strategic Management Journal · doi:10.1002/smj.2037 · Cited by 586
Templates and Turns in Qualitative Studies of Strategy and Management
Langley, A., & Abdallah, C. (2011) · Research Methodology in Strategy and Management · doi:10.1108/s1479-8387(2011)0000006007 · Cited by 579
Metadata
- Authors
- Zott, C., & Huy, Q. N.
- Venue
- Administrative Science Quarterly
- Publisher
- SAGE Publications
- Published
- 2007-03
- Volume
- 52
- Issue
- 1
- Pages
- 70-105
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2148222547
- Cited by
- 1,096
- References
- 7
- FWCI
- 46.89
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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