Research in management and organizational studies has emphasized the importance and the double-edged nature of (a)typicality. Organizational objects that are atypical within a context - in terms of features, characteristics, or behaviors- tend to generate skepticism and encourage rejection by eliciting confusion among relevant audiences, including investors, employees, customers, and partners. However, atypicality is also often cited as a vital source of competitive advantage, as atypical actors and products can attract significant attention, innovate, and even promote structural change in a field. While research aimed at reconciling this inconsistency has accumulated rapidly, this literature has remained fragmentary and scattered across several disciplines, resulting in mixed views, conceptualizations, and perspectives. In this article, we systematically reviewed 129 papers to advance a conceptual model that helps to establish a comprehensive organizational perspective on atypicality. We a) identify three perspectives on atypicality: cognitive, normative, and innovative, b) develop an integrative framework that elaborates on the sources, consequences, and boundary conditions of atypicality, and c) highlight avenues for future studies on this topic. We hope that this review on atypicality will encourage and inform future scholarship in this fascinating domain and elucidate novel opportunities for unleashing the generative potential of this important construct.

Atypicality: Toward an Integrative Framework in Organizational and Market Settings / Cutolo, Donato; Ferriani, Simone. - In: THE ACADEMY OF MANAGEMENT ANNALS. - ISSN 1941-6520. - STAMPA. - 18:1(2024), pp. 157-209. [10.5465/annals.2022.0005]

Atypicality: Toward an Integrative Framework in Organizational and Market Settings

Ferriani, Simone
Co-primo
2024

Abstract

Research in management and organizational studies has emphasized the importance and the double-edged nature of (a)typicality. Organizational objects that are atypical within a context - in terms of features, characteristics, or behaviors- tend to generate skepticism and encourage rejection by eliciting confusion among relevant audiences, including investors, employees, customers, and partners. However, atypicality is also often cited as a vital source of competitive advantage, as atypical actors and products can attract significant attention, innovate, and even promote structural change in a field. While research aimed at reconciling this inconsistency has accumulated rapidly, this literature has remained fragmentary and scattered across several disciplines, resulting in mixed views, conceptualizations, and perspectives. In this article, we systematically reviewed 129 papers to advance a conceptual model that helps to establish a comprehensive organizational perspective on atypicality. We a) identify three perspectives on atypicality: cognitive, normative, and innovative, b) develop an integrative framework that elaborates on the sources, consequences, and boundary conditions of atypicality, and c) highlight avenues for future studies on this topic. We hope that this review on atypicality will encourage and inform future scholarship in this fascinating domain and elucidate novel opportunities for unleashing the generative potential of this important construct.
2024
Atypicality: Toward an Integrative Framework in Organizational and Market Settings / Cutolo, Donato; Ferriani, Simone. - In: THE ACADEMY OF MANAGEMENT ANNALS. - ISSN 1941-6520. - STAMPA. - 18:1(2024), pp. 157-209. [10.5465/annals.2022.0005]
Cutolo, Donato; Ferriani, Simone
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11585/955741
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