Process and emergence in contested terrain
International Journal of Organizational Analysis
ISSN: 1934-8835
Article publication date: 16 March 2010
Abstract
Purpose
The purpose of this paper is to deal with the issue of market redefinition through an examination of a unique industry that has met with multiple obstacles: online gambling. The main research question is how markets get redefined when quantum technological change occurs, despite the lack of formal support and a highly fragmented industry structure, typical in online industries.
Design/methodology/approach
This industry lends itself to the analysis because of the intense competition for reconstruction of the field among state powers, professional associations, and global forces. The paper provides an archival and qualitative overview of the industry and identify the various forces competing for dominance in the market. It examines the competing logics in this industry and identify the sources and implications of such competition for emerging markets.
Findings
Both broad and specific contributions of this paper are discussed, namely the important role of professional and interest associations in industries without clear geographical boundaries, as well as the growing role for global moderating agencies.
Research limitations/implications
The paper provides a timely example of the ways in which firms organize in the modern business environment. In addition, it discusses the volatile and complex power structure in a global economy. While the research is necessarily processual and does not provide for multiple settings, the extent of legal implications here can be generalized to much smaller differences in global markets.
Originality/value
This paper provides support for the idea that, contrary to many concepts of industry acceptance and growth, legitimacy is not a requisite condition for an industry to prosper.
Keywords
Citation
Patterson, K.D.W., Washington, M., Cavazos, D. and Brigham, K. (2010), "Process and emergence in contested terrain", International Journal of Organizational Analysis, Vol. 18 No. 1, pp. 105-128. https://doi.org/10.1108/19348831011033230
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited