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Reflexivity: The role of embedded social position and entrepreneurial social skill in processes of field level change
Affiliation:1. Peter B. Gustavson School of Business, University of Victoria, 3800 Finnerty Rd, Victoria, BC, Canada V8P 5C2;2. Newcastle University Business School, Newcastle upon Tyne NE1 4SE, UK;3. School of Management, Bristol University, Senate House, Tyndall Avenue, Bristol BS8 1TH, UK;4. Department of Accounting, Universite Laval, Québec City, QC, Canada G1V 0A6;1. Peter B. Gustavson School of Business, University of Victoria, 3800 Finnerty Rd, Victoria, BC, Canada V8P 5C2;2. Newcastle University Business School, Newcastle upon Tyne NE1 4SE, UK;3. School of Management, Bristol University, Senate House, Tyndall Avenue, Bristol BS8 1TH, UK;4. Department of Accounting, Universite Laval, Québec City, QC, Canada G1V 0A6;1. Johnson Graduate School of Management, Cornell University, United States;2. Stern School of Business, New York University, United States;1. University of Utah, United States;2. University of California, Berkeley, United States;1. Duke University, United States;2. Northwestern University, United States;1. UCD School of Business, University College Dublin, Ireland;2. University of Amsterdam Business School, The Netherlands;1. University of Utah, United States;2. University of Virginia, United States
Abstract:We examine the micro-foundations of field-level organizational change by analyzing the role of social skill and social position in individuals. Our core argument is that differences in an individual's social skill and in their social position produce different degrees of reflexivity or awareness of existing social arrangements. We demonstrate how the interaction of social skill and social position produce distinct types or categories of reflexivity, each of which contributes to institutional stability or change.
Keywords:Agency  Institutions  Organizational fields  Reflexivity  Social position  Social skill
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