Foundations in Management

Encoding experience into routines and shared memory within an organization (Levitt & March, 1988) Organizational learning

Recurrent action patterns where experience is stored as organizational memory (Levitt & March, 1988) Routines

Groups where learning occurs through shared practice and participation (Wenger & Snyder, 2000) Communities of Practice

Learning that occurs through participation in practice rather than formal instruction (Wenger & Snyder, 2000) Situated learning

Novices learning from the periphery and gradually moving toward full participation (Wenger & Snyder, 2000) Legitimate peripheral participation

Knowledge created and shared within practice communities through artifacts and meaning (Cook & Yanow, 2012) Cultural learning

Learning curves representing efficiency gains but also potential forgetting (Argote, Lee & Park, 2021) Learning curve

Accumulated knowledge stored in people, routines, culture, and tools (Argote, Lee & Park, 2021) Organizational memory

Cognitive bias where successful routines become rigid and block innovation (Levitt & March, 1988) Competency trap

Drawing false lessons from ambiguous feedback (Levitt & March, 1988) Superstitious learning

Balancing use of existing knowledge with search for new alternatives (Argote, Lee & Park, 2021) Exploitation vs. exploration

Informal collaboration between experts from different communities mediated by technology (Lindberg et al., 2019) Emergent coordination

Technology and material artifacts shaping how coordination and learning unfold (Lindberg et al., 2019) Materiality in learning

Balancing similarity for legitimacy and difference for competitive advantage (Deephouse, 1999) Strategic balance

Conformity to institutional pressures leading to organizational similarity (DiMaggio & Powell, 1983) Isomorphism

Legal or regulatory pressures forcing compliance (DiMaggio & Powell, 1983) Coercive pressures

Imitation of others under uncertainty (DiMaggio & Powell, 1983) Mimetic pressures

Similarity from shared norms and professional standards (DiMaggio & Powell, 1983) Normative pressures

Strategic spectrum from Acquiesce to Manipulate as responses to institutional pressures (Oliver, 1991) Strategic responses (A-C-A-D-M)

Deliberate actions to create, maintain, or disrupt institutions (Lawrence & Suddaby, 2006) Institutional work

Practices of advocacy, theorizing, policing, routinizing, or undermining beliefs to shape institutions (Lawrence & Suddaby, 2006) Create–maintain–disrupt

Powerful actors shaping standards and preserving privilege (Gibassier, 2017) Elites

Creating “non-comparability” to resist regulation or reform (Weiss & Huault, 2016) Incommensurables

Controlling access to expertise or participation (Gibassier, 2017) Gatekeeping

Perceived appropriateness that grants resource access (Suchman, 1995 via Deephouse, 1999) Legitimacy

Historical patterns of cultural symbols and material practices guiding action (Thornton, Ocasio & Lounsbury, 2012) Institutional logics

Logics that exist only when enacted in practice (Thornton, Ocasio & Lounsbury, 2012) Enactment

Dual nature of ideas and material practices shaping identities (Thornton, Ocasio & Lounsbury, 2012) Symbolic and material

Transactions, efficiency, and profit orientation (Thornton, Ocasio & Lounsbury, 2012) Market logic

Hierarchy, managerial authority, and growth orientation (Thornton, Ocasio & Lounsbury, 2012) Corporate logic

Expertise-based legitimacy and professional reputation (Thornton, Ocasio & Lounsbury, 2012) Professional logic

Shared values and loyalty driving collective identity (Thornton, Ocasio & Lounsbury, 2012) Community logic

Coexistence of rival logics without hybridization (Reay & Hinings, 2009) Co-existing logics

Everyday collaboration maintaining multiple logics (Reay & Hinings, 2009) Micro-mechanisms of coexistence

Institutional logics shaping and constraining business models (Vaskelainen & Münzel, 2018) Logics and business models

Pluralism sustaining diversity in an organizational field (Thornton, Ocasio & Lounsbury, 2012) Institutional pluralism

Shared story of how the world is or should be (Stibbe, 2021) Ideology

Linguistic patterns that enact and reinforce ideologies (Stibbe, 2021) Discourse

Using one domain to structure understanding of another (Stibbe, 2021) Framing

Changing the interpretive lens of an issue (Stibbe, 2021) Reframing

Mapping structure from a source to a target domain to shape perception (Stibbe, 2021) Metaphor

Language expressing cultural values of good or bad (Stibbe, 2021) Evaluation (appraisal)

Roles and positions constructed through discourse (Stibbe, 2021) Identity

Positions offered by discourse for speakers or actors (Stibbe, 2021) Subject positions

Degree of certainty or truth claim within statements (Stibbe, 2021) Modality

Making something invisible or irrelevant through omission or distortion (Stibbe, 2021) Erasure

Making something visible and important through linguistic emphasis (Stibbe, 2021) Salience

Underlying cognitive narratives shaping perception and action (Stibbe, 2021) Stories we live by

Cognitive processes that disconnect moral self-sanctions from harmful acts (Bandura et al., 2000) Moral disengagement

Reframing harm as serving a noble purpose (Bandura et al., 2000) Moral justification

Using sanitized or technical language to hide harm (Bandura et al., 2000) Euphemistic labeling

Comparing with worse actions to excuse wrongdoing (Bandura et al., 2000) Advantageous comparison

Shifting blame to authority or hierarchy (Bandura et al., 2000) Displacement of responsibility

Spreading accountability across group members (Bandura et al., 2000) Diffusion of responsibility

Ignoring or minimizing the harm caused (Bandura et al., 2000) Disregard or distortion of consequences

Denying victims’ humanity to justify abuse (Bandura et al., 2000) Dehumanization

Blaming victims or circumstances for outcomes (Bandura et al., 2000) Attribution of blame

Moral worth based on outcomes and total utility (Mill, 1863) Consequentialism

Right act maximizes overall happiness, risk of “ends justify means” (Mill, 1863) Utilitarianism

Moral worth based on duty and intention, not outcome (Kant, 1785) Deontology

Act only on principles you can universalize; treat humans as ends (Kant, 1785) Categorical imperative

Accountability, transparency, and personalizing victims reduce disengagement (Bandura et al., 2000) Counter-strategies

Power and knowledge are inseparable; defining truth shapes behavior (Foucault, 1977) Power/knowledge

Historical method revealing that “truths” arise from power relations (Foucault, 1961) Genealogy

Language and classification systems define what can be said and done (Foucault, 1977) Discourse and classification

Process of defining what is normal versus deviant (Foucault, 1977) Normalization

Visible, coercive rule punishing the body (Foucault, 1961) Sovereign power

Institutions producing self-disciplined subjects via surveillance (Foucault, 1977) Disciplinary power

One-way visibility leading to self-control (Foucault, 1977) Panopticon

Network of disciplinary mechanisms across social institutions (Foucault, 1977) Carceral network

Rule by data and communication flows (Han, 2022) Infocracy

Power acting on the psyche via data and algorithms (Han, 2022) Psychopolitics

Voluntary exposure and self-optimization as new control (Han, 2022) Voluntary subjugation

Courageous truth-telling against domination (Foucault, 1977) Parrhesia

The material actively shapes organizing, not just context (Orlikowski, 2007) Materiality

Social and material are mutually constitutive (Orlikowski, 2007) Constitutive entanglement

Organizing produced through intertwined human–artifact practices (Orlikowski, 2007) Sociomaterial practices

Agency distributed across human and non-human actors (Orlikowski, 2007) Distributed agency

Temporary stabilization of sociomaterial relations enabling work (Orlikowski, 2007) Sociomaterial assemblage

Perceived possibilities for action at the actor–artifact interface (Leonardi, 2011) Affordances

Perceived limitations that drive users to modify technology (Leonardi, 2011) Constraints

Interlocking of human and material agency over time (Leonardi, 2011) Imbrication

Focus on concrete feature use rather than abstract technology (Leonardi, 2013) Feature use

Individual, collective, and shared affordances enabling change (Leonardi, 2013) Affordance types

Mutual dependence required for shared affordances (Leonardi, 2013) Reciprocal interdependence

Interface where users interpret and adapt technology (Leonardi, 2011) Actor–artifact interface

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