Tiona Zuzul's research while affiliated with Harvard Medical School and other places

... Our work suggests that business models provide an important unit of analysis to understand organizational evolution and might play a role in the selection processes within large complex organizations. Although rarely considered in the context of evolutionary theory or corporate strategy, business-model innovation has been examined mostly from the point of view of new, often disruptive entrants (Garud et al., 2022;Martins et al., 2015;McDonald & Eisenhardt, 2020;Zuzul & Tripsas, 2020; see Snihur & Eisenhardt, 2022 for a review). Existing business models can be a source of maladaptation to the evolving ecosystem, as in the case of Siebel's maladaptation to the SaaS business model of Salesforce Figure 14) or in the case of digitalization of newspapers (Cozzolino & Verona, in press;Gilbert, 2005). ...

... Los recursos que son estratégicamente importantes para empresas que se desarrollan en economías emergentes son los denominados recursos meta, los cuales permiten la movilización y el funcionamiento de otros recursos básicos inherentes a la organización (Gao, Zuzul, Jones y Khanna, 2017). Algunos de estos recursos meta pueden ser por ejemplo la reputación, considerado muy importante en entornos con diversos vacíos institucionales como los que presentan los países en vías de desarrollo ( Gao et al, 2017) o la legitimidad, otro recurso meta el cual de acuerdo a Aldrich y Fiol (1994) es indispensable para que los emprendedores puedan generar confianza, interactuar con otros agentes del entorno, movilizar adecuadamente sus recursos y sobrevivir a los primeros años de operación. La interacción de los emprendedores con diferentes organizaciones les permite obtener una variedad de recursos tales como conocimiento y confianza (Sorenson y Audia, 2000). ...

... Such institutional voids lead to higher transaction costs and operating challenges. Therefore, such markets are not efficient and firms need to adapt their business models to fill such institutional voids [5]. The current literature on tourism in emerging markets is dominated by a narrative of the influence of Western tourists on the dynamics of the local tourism industry. ...

... First, by emphasizing the doing of legitimacy, the paper answers recent calls for empirical work that explores legitimacy as process (Huy, Corley, and Kraatz, 2014;Tost, 2011;Wry, Lounsbury, and Glynn, 2011). Second, by examining the constraints resulting from a successful legitimation project, the paper extends a growing body of theory on the downside of legitimacy (Lee, Hiatt, and Lounsbury, 2014;Zuzul and Edmondson, 2014;Green, Li, and Nohria, 2009). For practitioners, this paper offers an empirically grounded view of HR work and the daily interactions that perpetuate its compliance-oriented role (Lawler and Boudreau, 2012;Welbourne, 2009). ...

... Philippe and Durand (2011) referred to reputation as the perception of a company's audience about the company's ability to provide value. This view might include a company's ability to withstand shocks (Gao et al. 2017) and might also reflect the organisational effectiveness perceived by different stakeholders (Tsui 1984). These signals of excellence share a common theme of determining whether stakeholders are confident about a company's capabilities. ...

... That is, foreign VC firms are capable to bridge weak institutions in transition economies by building their own entrepreneurial ecosystem (Leeds, 2015;Scheela, 2016) based on trust, cooperation and knowledge-sharing (Manikandan & Ramachandran, 2015). Foreign VCs can do this by developing their own social networks to vet and monitor their investee companies (Spigel & Harrison, 2018) within transition economies such as China where reputation (Gao et al., 2017) becomes a critical competitive advantage for foreign firms. In effect, foreign VCs could potentially have a very positive impact on supporting the development of entrepreneurial ecosystems in transition economies. ...

... This procedure is in line with the process approach to research, which uses temporal sequences of events to trace how and why changes occur (Welch and Paavilainen-Mäntymäki, 2014) and to track firms' behaviour over time. We also referred to Chell's (1998) protocol for case research on "memorable" events in entrepreneurship research. Then, we asked respondents to identify meaningful international opportunity episodes that critically shaped the internationalisation process (path-changing opportunities). ...

... Uncertainty and ambiguity permeate these and other nascent market contexts (Ozcan and Eisenhardt 2009, Santos and Eisenhardt 2009, Agarwal et al. 2017, Moeen et al. 2020. Absent similar alters, ventures that pioneer unconventional market spaces may be more apt to engage in external advocacy in order to facilitate coherence, raise awareness, and garner support for their nascent markets (Weber et al. 2008, David et al. 2013, Zuzul and Edmondson 2017. In this paper, we ask: Could pressures to partake in external engagement emanating from positioning in an unconventional market space help explain the variation in how ventures elaborate their role structures as they professionalize? ...

... The literature on organizational learning, organizational change, and routine has established the efficacy of using key phrases that make sense to all staff as a way to change staff attitudes and behaviors. 1 Key phrases that can be shared across units are especially helpful in aligning staff attitudes and behaviors in cases where there are gaps in understanding among the people involved (Beer & Nohria, 2000), or staff autonomy makes it difficult for management to exert power (Edmondson & Zuzul, 2016;Matsuo, 2009). In such cases, it has been reported that including key phrases in mission statements (Matsuo, 2009), in vision statements (Edmondson & Zuzul, 2016), or in supplemental explanations of organizational objects (Kotter, 1996) can build a group consensus about new approaches for the organization and encourage behavioral transformation. ...

... In today's business environment, many change programs are considered complex in that they are continuous, long-term, unplanned, radical, emergent, iterative, and require learning during change processes (Buchanan, Ketley, Gollop, Jones, Saint Lamont, Sharpe, & Whitby, 2003;Edmondson, Haas, Macomber, & Zuzul, 2015;Huy, 1999;Sackmann, Eggenhofer-Rehart, & Friesl, 2009). Some have emphasized the complexity of change in terms of continuous development, learning, and innovation rather short-term planned change (Edmondson et al., 2015;Sackmann et al., 2009). ...