Abduction

, 5

Accumulation

, 172, 175–176

Agentic view of evaluated firms

, 5

Alliances

, 145

American College and University Presidents Climate Commitment (ACUPCC)

, 59

Andromeda

, 263–266

Appropriation

, 97

Arizona State University (ASU)

, 32–33

Artificial intelligence (AI)

, 11–12

Asset4 database

, 123

Association for the Advancement of Sustainability in Higher Education (AASHE)

, 53

Audiences

, 3, 276–278

Authentic firms

, 99

Authentic latecomers

, 102–103

Authenticity

, 93–94

insecurity

, 108

Backdating options

, 217

Behavioral theory of firm

, 218–219

Beneficial nature

, 172

Benefits

of corporate misconduct

, 216–219

of reputation

, 175–176

Big Down, The

, 19

Binding commitments

, 276

Biotechnology

, 11–12

Blockchain

, 11–12

Building theory, different ways of

, 4

California banks

, 98

Campus and Environmental Responsibility, The

, 53–54

Capacity-related actions

, 153

Categories

, 2, 276, 279–280

CBEN

, 30

Centers for Nanotechnology in Society (CNS)

, 32–33

Ceremonial adoption

, 190–191

of certifications

, 193

of voluntary standards

, 193–194

Certifications

, 190

Co-occurrence data

, 23

Codification

, 172, 175–176

Cognitive legitimacy

, 97

Collaborative dynamics

, 143–144

Collaborative sensemaking

, 251–252

Collective action

, 80

Collective penalties

, 224

Commitment

, 276

Competition for audiences in voluntary standard adoption

, 192–194

Competitive intensity

, 153

Competitive stability

, 146

Competitors

, 142

Complex decision-making process

, 280–281

Cooperation

, 142

among competitors

, 145–148

Coopetition

, 141–142

Coping with legitimacy crisis

, 29–30

Corporate liability

, 223–224

Corporate misconduct

, 212–213, 280–281

benefits of

, 216–219

detection of

, 219, 221, 227–228

penalties of

, 221, 226, 228–229

perceived benefits

, 226–227

RCM of

, 214–216

Corporate practices

, 212

Correlational class analysis

, 116

Credibility loss among powerful infomediaries and increasing stakeholder empowerment

, 180–181

Cultural appropriation

, 96

Cultural entrepreneurship

, 12

frame hegemony

, 33–34

key events

, 25

and legitimation challenges

, 15–17

naturalizing nanotechnology field

, 24–33

naturalizing radical innovation through

, 34–37

research context

, 17–19

research methods

, 19–24

theoretical motivation

, 14–17

Data analysis

, 22–24

Data sources

, 20–22

Decision implementation

, 48–49

Defense-oriented biotechnology

, 238–239

Defense-oriented IT

, 238–239

Democratizing appropriators

, 103–104

Density dependence

, 93–94

Department of Transportation (DOT)

, 149

Designer Shoe Warehouse (DSW)

, 120

Detection of corporate misconduct

, 219–221

Digitalization

, 13–14

Diversity

, 49, 280

Dynamic capabilities (DCs)

, 236

data analysis

, 243–244

data collection

, 239–243

development

, 237

leaders’ attitude toward change

, 260–263

methods

, 238–244

micro-foundations of sensing, seizing, and reconfiguring

, 244–260

process foundations

, 268–269

strategic leaders’ temporal orientation

, 269–270

theoretical model of process foundations

, 263–266

Dynamic managerial capabilities (DMCs)

, 236, 238

Economic rationality

, 214

Economic sociology

, 141–142

Eigenvector algorithm

, 126–127

Energy consumption standards

, 190

Energy Star standard

, 194–195

Entrant nonconformity

, 150

Environmental, Health and Safety (EHS)

, 22–23, 29

Environmental Defense Fund

, 33

Environmental Protection Agency

, 18

Environmental sustainability

, 280

Equal employment opportunity and affirmative action (EEO/AA)

, 50–51

Equality

, 49, 280

ETC Group

, 17–18

Ethical, Legal and Societal Issues (ELSI)

, 22–23

Euclidean distance

, 150–152

Evaluation

, 3–4

Field analytic study

, 19

Field theory

, 141–142

Field-configuration space

, 49–50

qualitative data and methods

, 62–75

qualitative findings

, 64–75

quantitative data and methods

, 55–60

quantitative findings

, 60

as sites for concretizing moral mandates

, 52–53, 80–81

sustainability in higher education

, 53–55

theory

, 50–53

Field-level process model

, 79–80

Financial misconduct

, 223

Firm behavior

, 214

Firm DCs

, 267–268

Firm identities

, 276

Firm reputation

, 171–172

Firm similarity

, 116–117

Firms

, 3, 115–116, 120, 142–143, 212–213

Fixed-effects panel regression techniques

, 154

Fortune’s Most Admired

, 175

Frame brokers

, 30–31

Frame hegemony

, 33–34

Frame relationality

, 30–33

Fraudulent firms

, 221

Fraudulent innovators

, 101

Friends of the Earth

, 17–18

Fruchterman–Reingold layout algorithm

, 126

Full-service incumbents

, 153

Full-time equivalent (FTE)

, 58

Genetically modified organisms (GMOs)

, 15

Geographic proximity

, 145

Gravity model

, 152

Green Building Information Gateway (GBIG)

, 194–195

Green school forum as field-configuring space

, 53–54

Greenpeace

, 17–18

Herfindahl–Hirschman Index (HHI)

, 152

Hype

, 11–12

and impact of legitimacy threats on innovations

, 14–15

Identity

, 6, 276–277

boundaries

, 2

IKEA

, 193

Inauthentic First Movers

, 100–101

Incumbents

, 146–147

firms

, 142–143

similarity

, 151

Individual liability

, 223

Inductive theory-building study

, 236–238

Industrial organization (IO)

, 145

Industry boundaries

, 280

“Infinite dimensionality” problem

, 278

Information intermediaries

, 175–176

Innovations

, 11–12

Institutional pressures

, 222–223

Institutional theory

, 220, 225

Integrated Postsecondary Education Data System (IPEDS)

, 55–56

Interdisciplinary approach

, 279

Interdisciplinary research

, 279

Internal resource reconfiguring

, 260

International Council on Nanotechnology (ICON)

, 30

Kiwi International

, 144

Leaders’ attitude toward change

, 260–263

Learning from scholars

, 6

LEED

, 191–192

construction

, 194–201

Legitimacy

, 15, 93–94, 212

Legitimate firms

, 99

Legitimation

, 93–94

Legitimation challenges

, 15–17

Legitimation work

, 93–94

authenticity

, 105–110

sequence of arrival and perception of authenticity diverge

, 99–104

twin valuation risks faced by entrants

, 96–99

Luxury brands

, 104

Management scholars

, 115–116

Managerial cognition

, 238

Managerial DCs

, 267–268

Market-share instability

, 148, 152

Marketing actions

, 153

Markets

, 4, 147–148, 213

concentration

, 152

entry actions

, 153

incumbents

, 143

positioning

, 144

size

, 152

uncertainty

, 152–153

Maximization of modularity

, 126

Model K

, 276–277

Model K52

, 276–277

Moral legitimacy

, 97

Moral mandates

, 48

ambiguous and systemic nature

, 50

field-configuring spaces as sites for concretizing

, 52–53, 80–81

organizational challenges to addressing

, 50–52

Moral mandates

, 280

MSCI’s KLD Index

, 175

Multicollinearity

, 154–156

Multimarket competition

, 153

Multiple objectives

, 117–118

Multiplicity of performance goals

, 117–118

Mutual forbearance hypothesis

, 153

Nanoscale Science, Engineering, and Technology (NSET)

, 32–33

Nanotechnocracy

, 33

Nanotechnology

, 11–14

National Nanotechnology Initiative (NNI)

, 13, 18

hype and legitimacy challenges facing

, 17–19

National Wildlife Federation

, 53

Natural Resources Defense Council

, 17–18

Naturalizing frame

, 14

Negative hype

, 11–12

Nestlé

, 193

Network theory

, 141–142

News media

, 175–176

Nonconformity

, 143

Nongovernmental organizations (NGOs)

, 13–14

Nonmarket actions

, 153

Novel technologies

, 11–12

Occurrence data

, 23

Off-diagonals

, 95

One-to-one nearest-neighbor matching approach

, 159

Online forum data and analyses

, 63–64

Online spaces

, 80–81

Opportunity anticipation

, 248

Order of entry

, 92

Organic certifications

, 190

Organization theorists

, 115–116

Organizational change, contributions to theories of influence of field-level processes on

, 78–80

Organizational commitment

, 51

Organizational design

, 237–238

Organizational ecology

, 141–142

Organizational forms

, 93–94

Organizational identity

, 162–163, 279

Organizational impression management literature

, 181

Organizational reputation

, 171–172

Organizational scholarship

, 50–51

Organizational similarity

, 118–119

Organizational theorists

, 48–49

Organization(al) theory

, 1–2, 116, 141–142, 144, 162, 214, 219, 225

exemplary differences

, 3–4

ideas

, 4–5

learning from scholars

, 6

Organizations

, 3

Originality

, 94

Patent assertion entities (PAEs)

, 95

Patent trolls

, 95

as opportunistic appropriators

, 102

Pattern matching technique

, 244

Pattern recognition

, 248

Pearson correlation coefficient

, 125–126

Penalties of corporate misconduct

, 221–226

Positive hype

, 11–12

Pricing actions

, 153

Private high-tech firms

, 216

Process model

, 55

Product market

, 116–117

Profitability

, 212

Propensity score matching approach

, 159

Quantitative data and methods

, 55–60

Ratings systems

, 195

Rational choice model (RCM)

, 213, 280–281

benefits of corporate misconduct

, 216–219

of corporate misconduct

, 214–216

detection of corporate misconduct

, 219–221

limitation

, 214

penalties of corporate misconduct

, 221–226

Re-legitimation

, 103

Reconfiguring

, 236–238

micro-foundations

, 244–260

Relational class analysis (RCA)

, 116, 123

implications

, 131–136

question relevance

, 118–119

strategic classes

, 119, 122–123, 131

Relationality

, 125

Reputation

, 171–173

aspects

, 172

characteristics

, 173–175

codification, accumulation, and benefits of reputation

, 175–176

current shifts and future pathways for reputation research

, 175

as flow

, 181–183

formation

, 173

future pathways for reputation research

, 180–185

from generalized to multidimensional nature

, 176–177

scholarship

, 177

shifts in reputation research

, 176–180

social evaluations constructs

, 174

Reputational benefits to costs

, 178–179

Reputational path dependence to malleability

, 177–178

Reputational research

, 172

Reputational stock

, 176

Resource market

, 116–117

Resource recirculation

, 259

Retro fashion

, 95–96

Retro fashion as legitimating homage

, 103

Rivals

, 145

Robustness tests

, 159–160

Scholars

, 116–117

of behavioral strategy

, 218–219

Seizing

, 236–238

micro-foundations

, 244–260

Sensemaking process

, 278

Sensing

, 236–238

micro-foundations

, 244–260

Service enhancement actions

, 153

Sierra Club

, 17–18

Similarity

, 116–117, 143–144

principle

, 116–117

Social evaluations

, 173

Social identity

, 109

Social media

, 172

increasing importance of

, 179–180

Social movements

, 48

Socially complex phenomena

, 279

Stability of market shares

, 147–148

Stakeholders

, 3

activism and management of expectations

, 5

perceptions

, 172

theory

, 220

STARS voluntary reporting tool

, 55

Stigma effect

, 225

Strategic alliances

, 147, 149–150

Strategic classes

, 119, 122, 131

analysis

, 123–131

approach

, 118–119

Strategic leaders’ temporal orientation

, 269–270

Strategic leadership

, 236–237

Strategic literature

, 163

Strategic management

, 116

Strategic reticence, increasing importance of

, 183–185

Strategic similarity

, 142–143

Strategy

, 2, 116, 141–142, 214

Strategy scholars

, 48–49, 214, 219

Structured content analysis

, 153

Student Environmental Action Coalition

, 53

Sustainability

, 49, 190–191

in higher education

, 53–55

Sustainability Tracking, Assessment & Rating System (STARS)

, 49

Talloires Declaration

, 59

Technological leapfrogging

, 92–93

Technological reemergence

, 95–96

Technological similarity

, 145

Temporal orientation

, 269

Temporality

, 238

Third–parties

, 279–280

3D computer graphics animation films (3D CG animation films)

, 276–277

Trade-offs

, 93, 119, 122

Traditional approaches

, 118

Traffic forecasting model

, 152

Transportation

, 13–14

Tri-part categorization of DCs

, 244

Twin valuation risks faced by entrants

, 96–99

Umbrella DCs

, 236

United States Green Building Council (USGBC)

, 194–195

University Leaders for a Sustainable Future (ULSF)

, 59

University of California, Santa Barbara (UCSB)

, 32–33

US airline industry

, 143–144

analytical approach

, 154

control variables

, 152–154

cooperation among competitors

, 145–148

dependent variables

, 149–150

empirical context

, 148

independent variables

, 150–152

limitations and future research

, 164–165

results

, 154–158

robustness tests

, 159–160

sample

, 149

US News and World Report

, 175

US Securities and Exchange Commission (SEC)

, 221

Value

, 3–4

Value creation

, 93, 278

Value-based strategy

, 3–4

Voluntary standards

, 190

adoption

, 190

competition for audiences in voluntary standard adoption

, 192–194

data and methods

, 201–205

LEED construction

, 194–201

Western Union (WU)

, 120

Woodrow Wilson International Center for Scholars Project

, 13

Yamaha

, 277–278