Mario Diani
- Published in print:
- 2003
- Published Online:
- November 2003
- ISBN:
- 9780199251780
- eISBN:
- 9780191599057
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199251789.003.0005
- Subject:
- Political Science, Comparative Politics
Focusing on interorganizational networks, analysed with reference to the Italian environmental movement in the 1980s, this chapter challenges the assumption that social movements be necessarily ...
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Focusing on interorganizational networks, analysed with reference to the Italian environmental movement in the 1980s, this chapter challenges the assumption that social movements be necessarily decentralized and anti‐hierarchical. The position of different organizations within the environmental movement network is assessed in the light of two criteria , namely network centrality and brokerage. These measures reflect two different types of movement influence, based on the capacity to attract support for specific initiatives (centrality) and the capacity to connect sectors of a movement who hold different stances and worldviews (brokerage). These measures are differently correlated with external indicators of leadership like access to institutions and the media. The chapter also discusses the conditions under which centrality and brokerage positions tend to be occupied by the same actors or by different actors.Less
Focusing on interorganizational networks, analysed with reference to the Italian environmental movement in the 1980s, this chapter challenges the assumption that social movements be necessarily decentralized and anti‐hierarchical. The position of different organizations within the environmental movement network is assessed in the light of two criteria , namely network centrality and brokerage. These measures reflect two different types of movement influence, based on the capacity to attract support for specific initiatives (centrality) and the capacity to connect sectors of a movement who hold different stances and worldviews (brokerage). These measures are differently correlated with external indicators of leadership like access to institutions and the media. The chapter also discusses the conditions under which centrality and brokerage positions tend to be occupied by the same actors or by different actors.
G. Anandalingam and Henry C. Lucas
- Published in print:
- 2004
- Published Online:
- September 2007
- ISBN:
- 9780195177404
- eISBN:
- 9780199789559
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195177404.003.0007
- Subject:
- Business and Management, Strategy
This chapter focuses on a major force in the economy, and one that is key to the capitalist system: securities markets and the brokerage industry. Although Nasdaq online securities market was one of ...
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This chapter focuses on a major force in the economy, and one that is key to the capitalist system: securities markets and the brokerage industry. Although Nasdaq online securities market was one of the first movers in electronic markets, when Electronic Communications Networks (ECNs) came along and siphoned a considerable amount of trade away, Nasdaq, with its very survival in question, took a long time to respond to the threat. The chapter relates the story of how organizational factors made it difficult for the most successful broker, Merrill Lynch, to respond with a new price structure for trading stocks when electronic brokerages like Schwab and e-Trade came along. These examples illustrate a winner’s curse that comes from complacency and the psychological and organizational factors that often prevent a winner from responding to new events and challenges.Less
This chapter focuses on a major force in the economy, and one that is key to the capitalist system: securities markets and the brokerage industry. Although Nasdaq online securities market was one of the first movers in electronic markets, when Electronic Communications Networks (ECNs) came along and siphoned a considerable amount of trade away, Nasdaq, with its very survival in question, took a long time to respond to the threat. The chapter relates the story of how organizational factors made it difficult for the most successful broker, Merrill Lynch, to respond with a new price structure for trading stocks when electronic brokerages like Schwab and e-Trade came along. These examples illustrate a winner’s curse that comes from complacency and the psychological and organizational factors that often prevent a winner from responding to new events and challenges.
James W. Cortada
- Published in print:
- 2005
- Published Online:
- September 2007
- ISBN:
- 9780195165876
- eISBN:
- 9780199789689
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195165876.003.0001
- Subject:
- Business and Management, Business History
This chapter describes the presence, structure, and form of the banking, insurance, and brokerage industries in the United States. It describes the evolution of these industries over the past half ...
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This chapter describes the presence, structure, and form of the banking, insurance, and brokerage industries in the United States. It describes the evolution of these industries over the past half century including their size, how they made money, and their activities. Also described is how the government regulated their activities and how this affected their use of information technology. The case for how these industries evolved into a new digital style of operation is articulated.Less
This chapter describes the presence, structure, and form of the banking, insurance, and brokerage industries in the United States. It describes the evolution of these industries over the past half century including their size, how they made money, and their activities. Also described is how the government regulated their activities and how this affected their use of information technology. The case for how these industries evolved into a new digital style of operation is articulated.
James W. Cortada
- Published in print:
- 2005
- Published Online:
- September 2007
- ISBN:
- 9780195165876
- eISBN:
- 9780199789689
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195165876.003.0005
- Subject:
- Business and Management, Business History
This chapter describes the history of how the brokerage industry evolved since the 1950s, and what information technology applications it embraced. It then describes the extent of IT use and its ...
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This chapter describes the history of how the brokerage industry evolved since the 1950s, and what information technology applications it embraced. It then describes the extent of IT use and its effects on the work, structure, and services in this industry.Less
This chapter describes the history of how the brokerage industry evolved since the 1950s, and what information technology applications it embraced. It then describes the extent of IT use and its effects on the work, structure, and services in this industry.
David Obstfeld
- Published in print:
- 2017
- Published Online:
- January 2018
- ISBN:
- 9780804760508
- eISBN:
- 9781503603097
- Item type:
- book
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804760508.001.0001
- Subject:
- Business and Management, Organization Studies
Mobilizing people to pursue action that “gets new things done” depends critically on the effective orchestration of social networks and knowledge sharing. This orchestration is vital to the pursuit ...
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Mobilizing people to pursue action that “gets new things done” depends critically on the effective orchestration of social networks and knowledge sharing. This orchestration is vital to the pursuit of innovation, especially in a world increasingly reliant on collaborative projects that assemble actors with diverse interests, abilities, and knowledge. This book offers a framework—the BKAP innovation model—for conceptualizing how social networks and knowledge sharing combine to influence success for innovation in general, but especially where innovation is not tied to preexisting routines, as in the case of projects where, for example, an entrepreneur launches a new innovation or venture. The BKAP innovation model asserts that innovators exercise brokerage activity (“B”) and knowledge articulation (“KA”) within networks to mobilize action either in support of routine innovation (e.g., new product development) or, increasingly, in support of nonroutine innovation, that is, creative projects (“P”). Brokerage activity employs a combination of three strategic orientations: (1) conduit (or knowledge transfer); (2) tertius gaudens (or bridging while maintaining separation); and (3) tertius iungens (or connecting people, departments, and companies together). Alongside brokering in networks, innovators orchestrate knowledge through knowledge articulation to increase understanding and enlist innovation support. The BKAP model is applied to organizational innovation and other areas as diverse as artistic movements, entrepreneurship, and collective action.Less
Mobilizing people to pursue action that “gets new things done” depends critically on the effective orchestration of social networks and knowledge sharing. This orchestration is vital to the pursuit of innovation, especially in a world increasingly reliant on collaborative projects that assemble actors with diverse interests, abilities, and knowledge. This book offers a framework—the BKAP innovation model—for conceptualizing how social networks and knowledge sharing combine to influence success for innovation in general, but especially where innovation is not tied to preexisting routines, as in the case of projects where, for example, an entrepreneur launches a new innovation or venture. The BKAP innovation model asserts that innovators exercise brokerage activity (“B”) and knowledge articulation (“KA”) within networks to mobilize action either in support of routine innovation (e.g., new product development) or, increasingly, in support of nonroutine innovation, that is, creative projects (“P”). Brokerage activity employs a combination of three strategic orientations: (1) conduit (or knowledge transfer); (2) tertius gaudens (or bridging while maintaining separation); and (3) tertius iungens (or connecting people, departments, and companies together). Alongside brokering in networks, innovators orchestrate knowledge through knowledge articulation to increase understanding and enlist innovation support. The BKAP model is applied to organizational innovation and other areas as diverse as artistic movements, entrepreneurship, and collective action.
Ranald C. Michie
- Published in print:
- 2001
- Published Online:
- November 2003
- ISBN:
- 9780199242559
- eISBN:
- 9780191596643
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199242550.003.0008
- Subject:
- Economics and Finance, Economic History, Financial Economics
The first part of this chapter discusses the institutional response of the London Stock Exchange to the long‐expected outbreak of the Second World War––a response that, unlike that to the First World ...
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The first part of this chapter discusses the institutional response of the London Stock Exchange to the long‐expected outbreak of the Second World War––a response that, unlike that to the First World War, had been planned. The various aspects discussed include the planning and operation of the agreements made between the Exchange and the Treasury and the Bank of England (which ceded ultimate power to the Treasury, and ultimately led to a post‐war compromise on the relative power of the government and Exchange over the securities market) and plans to physically relocate to the Denham film studios (subsequently abandoned). The rest of the chapter discusses the effects of the war on membership and the new rules on rebates, and competition––aspects covered include North American brokerage houses in London, foreign business, the market for domestic securities, provincial stock exchanges, country jobbing, the Stock Exchange ban on account trading, Treasury refusal to give permission for markets in various issues, and securities values.Less
The first part of this chapter discusses the institutional response of the London Stock Exchange to the long‐expected outbreak of the Second World War––a response that, unlike that to the First World War, had been planned. The various aspects discussed include the planning and operation of the agreements made between the Exchange and the Treasury and the Bank of England (which ceded ultimate power to the Treasury, and ultimately led to a post‐war compromise on the relative power of the government and Exchange over the securities market) and plans to physically relocate to the Denham film studios (subsequently abandoned). The rest of the chapter discusses the effects of the war on membership and the new rules on rebates, and competition––aspects covered include North American brokerage houses in London, foreign business, the market for domestic securities, provincial stock exchanges, country jobbing, the Stock Exchange ban on account trading, Treasury refusal to give permission for markets in various issues, and securities values.
Ranald C. Michie
- Published in print:
- 2001
- Published Online:
- November 2003
- ISBN:
- 9780199242559
- eISBN:
- 9780191596643
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0199242550.003.0010
- Subject:
- Economics and Finance, Economic History, Financial Economics
This chapter look at the decline of the London Stock Exchange during the 1950s. The first part discusses the ways that the Stock Exchange raised money to enable it to survive in the early 1950s, ...
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This chapter look at the decline of the London Stock Exchange during the 1950s. The first part discusses the ways that the Stock Exchange raised money to enable it to survive in the early 1950s, relations between it and the government (which were conducted informally through confidential exchanges between the Governor of the Bank of England and the Chairman of the Stock Exchange), the restoration of option dealing, and the use of the Stock Exchange by the government to police activities regarding securities. The second part discusses the policing of the members of the Stock Exchange, and the third discusses the growing competition from the provincial stock exchanges, closer integration with the London‐based North American brokerage houses, and the Stock Exchange's lack of concern with international business. The last section looks at money and capital (securities) markets in the face of the decline of the Stock Exchange over the 1950s.Less
This chapter look at the decline of the London Stock Exchange during the 1950s. The first part discusses the ways that the Stock Exchange raised money to enable it to survive in the early 1950s, relations between it and the government (which were conducted informally through confidential exchanges between the Governor of the Bank of England and the Chairman of the Stock Exchange), the restoration of option dealing, and the use of the Stock Exchange by the government to police activities regarding securities. The second part discusses the policing of the members of the Stock Exchange, and the third discusses the growing competition from the provincial stock exchanges, closer integration with the London‐based North American brokerage houses, and the Stock Exchange's lack of concern with international business. The last section looks at money and capital (securities) markets in the face of the decline of the Stock Exchange over the 1950s.
Violaine Roussel
- Published in print:
- 2017
- Published Online:
- May 2018
- ISBN:
- 9780226486802
- eISBN:
- 9780226487137
- Item type:
- book
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226487137.001.0001
- Subject:
- Sociology, Culture
This book takes the reader behind the scenes in Hollywood into the unknown world of talent agencies. Based on unprecedented fieldwork (122 interviews, as well as in situ observations at agencies), it ...
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This book takes the reader behind the scenes in Hollywood into the unknown world of talent agencies. Based on unprecedented fieldwork (122 interviews, as well as in situ observations at agencies), it explores the day-to-day activity of talent agents and unveils how they contribute to shaping artistic careers and projects. The agencies are central spaces for professional socialization in Hollywood. It’s in this organizational setting that agents learn how to build and maintain strong ties with key counterparts, first and foremost artists and production professionals. The book examines what "having relationships" really means for these professionals. It looks at the ties that the agents create with their clients – in the form of enchanted bonds that are at the same time power relations. It challenges existing approaches to Hollywood networks by analyzing how specialized professional circles form across organizational boundaries and tie together talent representatives, artists, and production professionals over long periods of time. These interconnections are crucial for understanding how movies, and entertainment products in general, are made in Hollywood: it’s in such circles that artistic worth (quality) and economic value (price) are inseparably evaluated and attributed to people and projects. This study explores this intertwining of creative and economic power. It shows how “talent” or “influence” is recognized to Hollywood players. It therefore sheds new light on the production of popular culture, as well as on today’s transformation of Hollywood and the inseparable redefinition of entertainment.Less
This book takes the reader behind the scenes in Hollywood into the unknown world of talent agencies. Based on unprecedented fieldwork (122 interviews, as well as in situ observations at agencies), it explores the day-to-day activity of talent agents and unveils how they contribute to shaping artistic careers and projects. The agencies are central spaces for professional socialization in Hollywood. It’s in this organizational setting that agents learn how to build and maintain strong ties with key counterparts, first and foremost artists and production professionals. The book examines what "having relationships" really means for these professionals. It looks at the ties that the agents create with their clients – in the form of enchanted bonds that are at the same time power relations. It challenges existing approaches to Hollywood networks by analyzing how specialized professional circles form across organizational boundaries and tie together talent representatives, artists, and production professionals over long periods of time. These interconnections are crucial for understanding how movies, and entertainment products in general, are made in Hollywood: it’s in such circles that artistic worth (quality) and economic value (price) are inseparably evaluated and attributed to people and projects. This study explores this intertwining of creative and economic power. It shows how “talent” or “influence” is recognized to Hollywood players. It therefore sheds new light on the production of popular culture, as well as on today’s transformation of Hollywood and the inseparable redefinition of entertainment.
Angela A. Hung, Noreen Clancy, and Jeff Dominitz
- Published in print:
- 2011
- Published Online:
- January 2012
- ISBN:
- 9780199696819
- eISBN:
- 9780191732089
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199696819.003.0007
- Subject:
- Business and Management, Pensions and Pension Management, Finance, Accounting, and Banking
The financial services industry has been changing so fast and growing so complex that broker-dealers and investment advisers, which are subject to different regulations, are no longer easy to ...
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The financial services industry has been changing so fast and growing so complex that broker-dealers and investment advisers, which are subject to different regulations, are no longer easy to distinguish from one another. Since the 1990s, market demands have introduced new business practices and firms have taken many different forms, making it harder for investors to distinguish these traditional distinctions. Given such complexity, it is not surprising that typical investors are confused about the nature of the services their financial professional offers. Many of those surveyed, as well as focus group participants, did not understand the key distinctions between investment advisers and broker-dealers: their duties, the titles they use, the services they offer, or the fees they charge. They attributed part of their confusion to the dozens of titles used in the field, including generic titles such as financial advisor and financial consultant, as well as advertisements that claim “we do it all.”Less
The financial services industry has been changing so fast and growing so complex that broker-dealers and investment advisers, which are subject to different regulations, are no longer easy to distinguish from one another. Since the 1990s, market demands have introduced new business practices and firms have taken many different forms, making it harder for investors to distinguish these traditional distinctions. Given such complexity, it is not surprising that typical investors are confused about the nature of the services their financial professional offers. Many of those surveyed, as well as focus group participants, did not understand the key distinctions between investment advisers and broker-dealers: their duties, the titles they use, the services they offer, or the fees they charge. They attributed part of their confusion to the dozens of titles used in the field, including generic titles such as financial advisor and financial consultant, as well as advertisements that claim “we do it all.”
Violaine Roussel
- Published in print:
- 2017
- Published Online:
- May 2018
- ISBN:
- 9780226486802
- eISBN:
- 9780226487137
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226487137.003.0009
- Subject:
- Sociology, Culture
What is at stake with the study of agenting is more than just bringing out of the shadows formerly invisible participants in the manufacture of popular culture. There are lessons to learn from this ...
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What is at stake with the study of agenting is more than just bringing out of the shadows formerly invisible participants in the manufacture of popular culture. There are lessons to learn from this case study for understanding other types of activity and social worlds, and first of all other art and entertainment industries. Beyond the sole creative worlds, studying “talent agenting” also has an important analytic impact because it sheds light on the crucial role of intermediation and brokerage in highly specialized, differentiated societies. At a more structural level, what this book unveils of Hollywood may be useful for exploring power and action in other social worlds that are also experienced by the participants as relationship-driven all the while being highly institutionalized and organizationally structured spaces.Less
What is at stake with the study of agenting is more than just bringing out of the shadows formerly invisible participants in the manufacture of popular culture. There are lessons to learn from this case study for understanding other types of activity and social worlds, and first of all other art and entertainment industries. Beyond the sole creative worlds, studying “talent agenting” also has an important analytic impact because it sheds light on the crucial role of intermediation and brokerage in highly specialized, differentiated societies. At a more structural level, what this book unveils of Hollywood may be useful for exploring power and action in other social worlds that are also experienced by the participants as relationship-driven all the while being highly institutionalized and organizationally structured spaces.
Alex Preda
- Published in print:
- 2009
- Published Online:
- February 2013
- ISBN:
- 9780226679310
- eISBN:
- 9780226679334
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226679334.003.0003
- Subject:
- Sociology, Culture
This chapter deals with a neglected feature of financial markets: the role of status groups and prestige. It shows how in the eighteenth century, stock brokers lacked prestige and legitimacy. At the ...
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This chapter deals with a neglected feature of financial markets: the role of status groups and prestige. It shows how in the eighteenth century, stock brokers lacked prestige and legitimacy. At the turn of the nineteenth century, a process of socio-institutional enclosure began, which restricts access to brokerage activities and to transactions. Against the lack of a legal frame reinforcing financial transactions, prestige appeared as a means of building trust and legitimacy for stock exchange activities. Along with transaction rituals, rules of good social behavior, the dynastic transmission of brokerage privileges, social hierarchies, and the restricted access of outsiders to brokerage activities, another feature of social prestige emerged now on both sides of the Atlantic: the transformation of some brokers into “serious” authors, keen to straighten the public image of stock exchanges and of investment activities. Social closure should not be understood exclusively as professionalization, since it includes the opposite of the former: namely reaching out into society at large through inventing new activities such as writing.Less
This chapter deals with a neglected feature of financial markets: the role of status groups and prestige. It shows how in the eighteenth century, stock brokers lacked prestige and legitimacy. At the turn of the nineteenth century, a process of socio-institutional enclosure began, which restricts access to brokerage activities and to transactions. Against the lack of a legal frame reinforcing financial transactions, prestige appeared as a means of building trust and legitimacy for stock exchange activities. Along with transaction rituals, rules of good social behavior, the dynastic transmission of brokerage privileges, social hierarchies, and the restricted access of outsiders to brokerage activities, another feature of social prestige emerged now on both sides of the Atlantic: the transformation of some brokers into “serious” authors, keen to straighten the public image of stock exchanges and of investment activities. Social closure should not be understood exclusively as professionalization, since it includes the opposite of the former: namely reaching out into society at large through inventing new activities such as writing.
Peter Pirolli
- Published in print:
- 2007
- Published Online:
- April 2010
- ISBN:
- 9780195173321
- eISBN:
- 9780199893232
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195173321.003.0008
- Subject:
- Psychology, Social Psychology
This chapter reviews findings in various fields that may provide the basis for the development of theories of foraging by social groups. The power of cooperation is related to the amount of diversity ...
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This chapter reviews findings in various fields that may provide the basis for the development of theories of foraging by social groups. The power of cooperation is related to the amount of diversity of the information foragers. Greater diversity leads to greater returns for the group and the individual. This is related to the notion that brokerage (diverse social contacts) provides social capital, and there is evidence which suggests that brokers in the flow of information are more likely to be sources of innovative discoveries. Although there are benefits to co-operation, those benefits trade against interference effects that ultimately seem to limit the size of groups. In addition, because of the diversity of individuals and because of the way people associate with like-minded people, information is typically likely to flow to small finite-sized groups. The chapter presents mathematical models that capture the basic elements of these results.Less
This chapter reviews findings in various fields that may provide the basis for the development of theories of foraging by social groups. The power of cooperation is related to the amount of diversity of the information foragers. Greater diversity leads to greater returns for the group and the individual. This is related to the notion that brokerage (diverse social contacts) provides social capital, and there is evidence which suggests that brokers in the flow of information are more likely to be sources of innovative discoveries. Although there are benefits to co-operation, those benefits trade against interference effects that ultimately seem to limit the size of groups. In addition, because of the diversity of individuals and because of the way people associate with like-minded people, information is typically likely to flow to small finite-sized groups. The chapter presents mathematical models that capture the basic elements of these results.
David Obstfeld
- Published in print:
- 2017
- Published Online:
- January 2018
- ISBN:
- 9780804760508
- eISBN:
- 9781503603097
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804760508.003.0001
- Subject:
- Business and Management, Organization Studies
This chapter addresses social network structure and process to explain how brokerage functions to get new things done. First, innovative action is described as often unfolding in triads through ...
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This chapter addresses social network structure and process to explain how brokerage functions to get new things done. First, innovative action is described as often unfolding in triads through brokerage. Second, the chapter explains how network structure sets the context for action, emphasizing the distinction between open and closed social network structures. Third, the chapter distinguishes between brokerage as action and brokerage as structure. Fourth, the chapter considers the brokerage process, first by defining it and then by proposing three fundamental brokerage orientations or behaviors: conduit, tertius gaudens, and tertius iungens. Finally, the chapter revisits Fligstein’s idea of social skill, or the ability to induce cooperation, to argue that inducing cooperation to get new things done is achieved by strategically combining the three brokerage orientations toward action.Less
This chapter addresses social network structure and process to explain how brokerage functions to get new things done. First, innovative action is described as often unfolding in triads through brokerage. Second, the chapter explains how network structure sets the context for action, emphasizing the distinction between open and closed social network structures. Third, the chapter distinguishes between brokerage as action and brokerage as structure. Fourth, the chapter considers the brokerage process, first by defining it and then by proposing three fundamental brokerage orientations or behaviors: conduit, tertius gaudens, and tertius iungens. Finally, the chapter revisits Fligstein’s idea of social skill, or the ability to induce cooperation, to argue that inducing cooperation to get new things done is achieved by strategically combining the three brokerage orientations toward action.
David Obstfeld
- Published in print:
- 2017
- Published Online:
- January 2018
- ISBN:
- 9780804760508
- eISBN:
- 9781503603097
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804760508.003.0004
- Subject:
- Business and Management, Organization Studies
This chapter illustrates the BKAP model with an extended ethnographic case to show how network and knowledge processes interact to produce routine-based innovative action over time. The chapter first ...
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This chapter illustrates the BKAP model with an extended ethnographic case to show how network and knowledge processes interact to produce routine-based innovative action over time. The chapter first provides relevant context for the automotive design process, after which the author walks through the extended case in three phases of activity and analysis: the first phase involves disruption of the existing design routine and the initial challenges experienced by the manual shifter “crunch team” in its efforts to respond to that disruption; the second and third phases contrast two pairs of actors (two engineers and two sets of designers) who attempt to mobilize support for innovation. In both phase two and phase three, successful innovation advocates mobilized action through brokerage and knowledge articulation to get new things done.Less
This chapter illustrates the BKAP model with an extended ethnographic case to show how network and knowledge processes interact to produce routine-based innovative action over time. The chapter first provides relevant context for the automotive design process, after which the author walks through the extended case in three phases of activity and analysis: the first phase involves disruption of the existing design routine and the initial challenges experienced by the manual shifter “crunch team” in its efforts to respond to that disruption; the second and third phases contrast two pairs of actors (two engineers and two sets of designers) who attempt to mobilize support for innovation. In both phase two and phase three, successful innovation advocates mobilized action through brokerage and knowledge articulation to get new things done.
David Obstfeld
- Published in print:
- 2017
- Published Online:
- January 2018
- ISBN:
- 9780804760508
- eISBN:
- 9781503603097
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804760508.003.0005
- Subject:
- Business and Management, Organization Studies
This chapter illustrates the BKAP model through an extended ethnographic case to show how network and knowledge processes interact to produce project-based innovation. An ethnographic case study in ...
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This chapter illustrates the BKAP model through an extended ethnographic case to show how network and knowledge processes interact to produce project-based innovation. An ethnographic case study in the same automotive setting found in Chapter 4 illustrates the emergence of creative projects launched in pursuit of innovation. Specifically, this chapter depicts how an automobile manufacturer’s prototype parts purchasing routine contrasts with two creative projects undertaken to redesign it. The chapter elaborates how trajectory strategy, consisting of the trajectory projection and scheme, and trajectory management, consisting of knowledge articulation, brokerage activity, and an additional category emerging from the author’s field data—contingency management—impact the two projects’ adoption. To lay the groundwork for how the two creative projects emerged, the author describes the “cowboy culture” presented in the Introduction, a culture imprinted within NewCar that gave rise to behaviors through which creative projects were pursued.Less
This chapter illustrates the BKAP model through an extended ethnographic case to show how network and knowledge processes interact to produce project-based innovation. An ethnographic case study in the same automotive setting found in Chapter 4 illustrates the emergence of creative projects launched in pursuit of innovation. Specifically, this chapter depicts how an automobile manufacturer’s prototype parts purchasing routine contrasts with two creative projects undertaken to redesign it. The chapter elaborates how trajectory strategy, consisting of the trajectory projection and scheme, and trajectory management, consisting of knowledge articulation, brokerage activity, and an additional category emerging from the author’s field data—contingency management—impact the two projects’ adoption. To lay the groundwork for how the two creative projects emerged, the author describes the “cowboy culture” presented in the Introduction, a culture imprinted within NewCar that gave rise to behaviors through which creative projects were pursued.
David Obstfeld
- Published in print:
- 2017
- Published Online:
- January 2018
- ISBN:
- 9780804760508
- eISBN:
- 9781503603097
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804760508.003.0008
- Subject:
- Business and Management, Organization Studies
The Introduction provides an overview of the book’s action model. Actors engage in specific social processes to mobilize networks and knowledge to drive both organizational innovation and growth, and ...
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The Introduction provides an overview of the book’s action model. Actors engage in specific social processes to mobilize networks and knowledge to drive both organizational innovation and growth, and many other efforts to get new things done. Innovation takes both more-routine and nonroutine forms, and a particular form of nonroutine action, the creative project, is emphasized as an undertheorized source of innovation in the modern world. Innovation, at the individual level, has four key explanatory variables: (1) brokerage network structure; (2) brokerage process—the action by which a strategic actor leverages his or her network; (3) the strategic actor’s stock of knowledge, whether rooted in experience or education; and (4) the strategic actor’s knowledge articulation skill with which he or she communicates that knowledge for the purposes of engaging or enlisting others. The BKAP model (Brokerage, Knowledge Articulation, Projects) is introduced.Less
The Introduction provides an overview of the book’s action model. Actors engage in specific social processes to mobilize networks and knowledge to drive both organizational innovation and growth, and many other efforts to get new things done. Innovation takes both more-routine and nonroutine forms, and a particular form of nonroutine action, the creative project, is emphasized as an undertheorized source of innovation in the modern world. Innovation, at the individual level, has four key explanatory variables: (1) brokerage network structure; (2) brokerage process—the action by which a strategic actor leverages his or her network; (3) the strategic actor’s stock of knowledge, whether rooted in experience or education; and (4) the strategic actor’s knowledge articulation skill with which he or she communicates that knowledge for the purposes of engaging or enlisting others. The BKAP model (Brokerage, Knowledge Articulation, Projects) is introduced.
Alex Preda
- Published in print:
- 2017
- Published Online:
- September 2017
- ISBN:
- 9780226427348
- eISBN:
- 9780226427515
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226427515.003.0002
- Subject:
- Business and Management, Finance, Accounting, and Banking
Chapter 1 examines the development of retail trading from the 1960s until our days, paying special attention both to the technological developments that marked the transition to electronic trading in ...
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Chapter 1 examines the development of retail trading from the 1960s until our days, paying special attention both to the technological developments that marked the transition to electronic trading in the mid to late 1990s and to the place of retail brokerages within the institutional structure of financial markets. The focus is on the United States and the United Kingdom. Three kinds of processes are investigated close up: the evolution and diversification of retail brokerages in relationship to trading technologies; regulatory regimes and changes in these regimes; the evolution of the client structure of retail brokerages in relationship to online trading. In the 1980s retail brokerages adopted technological innovations meant to increase the frequency with which their customer base was trading. This trend continued in the 1990s, when online platforms for retail traders emerged. The creation of financial products tailored to retail traders and to more frequent trading was accompanied by a regulatory regime that also encouraged trading frequently (e.g., via a favorable taxation regime and high leverage). Between 2000 and 2010, the demographic structure of retail trading populations began to shift toward younger age groups, while income spreads grew larger.Less
Chapter 1 examines the development of retail trading from the 1960s until our days, paying special attention both to the technological developments that marked the transition to electronic trading in the mid to late 1990s and to the place of retail brokerages within the institutional structure of financial markets. The focus is on the United States and the United Kingdom. Three kinds of processes are investigated close up: the evolution and diversification of retail brokerages in relationship to trading technologies; regulatory regimes and changes in these regimes; the evolution of the client structure of retail brokerages in relationship to online trading. In the 1980s retail brokerages adopted technological innovations meant to increase the frequency with which their customer base was trading. This trend continued in the 1990s, when online platforms for retail traders emerged. The creation of financial products tailored to retail traders and to more frequent trading was accompanied by a regulatory regime that also encouraged trading frequently (e.g., via a favorable taxation regime and high leverage). Between 2000 and 2010, the demographic structure of retail trading populations began to shift toward younger age groups, while income spreads grew larger.
Mihnea C. Moldoveanu and Joel A.C. Baum
- Published in print:
- 2014
- Published Online:
- September 2014
- ISBN:
- 9780804777919
- eISBN:
- 9780804789455
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804777919.003.0003
- Subject:
- Business and Management, Knowledge Management
This chapter illustrates how epinets ground the analysis of social network phenomena. Logical and epistemic pre-conditions for co-mobilization and coordination – important capabilities of social ...
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This chapter illustrates how epinets ground the analysis of social network phenomena. Logical and epistemic pre-conditions for co-mobilization and coordination – important capabilities of social networks – are rendered precise and examined empirically. The epistemic properties of pivotal agents (‘coordinators’ and ‘mobilizers’) and propositions (‘coordinata’) at the epistemic core of coordination and co-mobilization processes are described. The epistemic properties of ‘brokerage’ and epistemic operations embedded in brokers are also brought into relief by the use of epinets. The epistemic approach is further extended to the analysis of status to make more precise distinctions among levels of knownness and fame of connected agents.Less
This chapter illustrates how epinets ground the analysis of social network phenomena. Logical and epistemic pre-conditions for co-mobilization and coordination – important capabilities of social networks – are rendered precise and examined empirically. The epistemic properties of pivotal agents (‘coordinators’ and ‘mobilizers’) and propositions (‘coordinata’) at the epistemic core of coordination and co-mobilization processes are described. The epistemic properties of ‘brokerage’ and epistemic operations embedded in brokers are also brought into relief by the use of epinets. The epistemic approach is further extended to the analysis of status to make more precise distinctions among levels of knownness and fame of connected agents.
Mihnea C. Moldoveanu and Joel A.C. Baum
- Published in print:
- 2014
- Published Online:
- September 2014
- ISBN:
- 9780804777919
- eISBN:
- 9780804789455
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804777919.003.0006
- Subject:
- Business and Management, Knowledge Management
This chapter considers the Epistemic Description Language (EDL) introduced in the previous chapters through an epistemic prism, offering an interpretation of the development of an epistemic approach ...
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This chapter considers the Epistemic Description Language (EDL) introduced in the previous chapters through an epistemic prism, offering an interpretation of the development of an epistemic approach to social network analysis as a set of brokering and closure-producing moves, where brokering happens across research communities with different representational and methodological commitments (epistemic game theory, network sociology) and closure acts at the level of a nascent group interested in the epistemic structure and dynamics of networks. The chapter concludes with a discussion of future directions for research and development.Less
This chapter considers the Epistemic Description Language (EDL) introduced in the previous chapters through an epistemic prism, offering an interpretation of the development of an epistemic approach to social network analysis as a set of brokering and closure-producing moves, where brokering happens across research communities with different representational and methodological commitments (epistemic game theory, network sociology) and closure acts at the level of a nascent group interested in the epistemic structure and dynamics of networks. The chapter concludes with a discussion of future directions for research and development.
David Obstfeld
- Published in print:
- 2017
- Published Online:
- January 2018
- ISBN:
- 9780804760508
- eISBN:
- 9781503603097
- Item type:
- chapter
- Publisher:
- Stanford University Press
- DOI:
- 10.11126/stanford/9780804760508.003.0003
- Subject:
- Business and Management, Organization Studies
A theory of the creative project—the underexamined, nonroutine trajectory for getting new things done—is the focus of this chapter. First, the chapter draws on insights from pragmatist philosophy ...
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A theory of the creative project—the underexamined, nonroutine trajectory for getting new things done—is the focus of this chapter. First, the chapter draws on insights from pragmatist philosophy with respect to the interplay of routine and nonroutine action. Next, the chapter summarizes the organizational literature’s treatment of routine and nonroutine innovative action and their expression in the learning-curve construct. The chapter next introduces a conceptual framework for action trajectories in project-based and routine-based innovation. The chapter then explores the role of brokerage and knowledge articulation in creative projects. This is followed by a brief examination of meta-routines and meta-trajectories. Next, the chapter provides exploratory criteria for making distinctions between innovation in creative projects and innovation in organizational routines. Finally, the chapter concludes with a hypothetical case of the Apple Watch to illustrate the concepts introduced here.Less
A theory of the creative project—the underexamined, nonroutine trajectory for getting new things done—is the focus of this chapter. First, the chapter draws on insights from pragmatist philosophy with respect to the interplay of routine and nonroutine action. Next, the chapter summarizes the organizational literature’s treatment of routine and nonroutine innovative action and their expression in the learning-curve construct. The chapter next introduces a conceptual framework for action trajectories in project-based and routine-based innovation. The chapter then explores the role of brokerage and knowledge articulation in creative projects. This is followed by a brief examination of meta-routines and meta-trajectories. Next, the chapter provides exploratory criteria for making distinctions between innovation in creative projects and innovation in organizational routines. Finally, the chapter concludes with a hypothetical case of the Apple Watch to illustrate the concepts introduced here.
