Professor of Entrepreneurship
Diffusion; Organizational Learning; Career History; Prior Experience; Corporate Venture Capital; Corporate Governance; Value Creation, Strategy and Implementation
This study examines the abandonment of organizational practices. The authors argue that firm choices in implementing practices affect how firms experience a practice and their subsequent likelihood of abandonment.The authors focus on utilization of the practice and staffing, i.e. career backgrounds of managers, as two important implementation choices that firms make. The findings demonstrate that practice utilization and staffing choices not only affect abandonment likelihood directly but also condition firms’ susceptibility to pressures to abandon when social referents do.This study contributes to diffusion research by examining practice abandonment – a relatively unexplored area in diffusion research – and by incorporating specific aspects of firms’ post-adoption choices into diffusion theory.