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Paper Number
1753
Paper Type
Completed
Description
Carving out new pathways can be challenging, particularly for established organizations resistant to change. Although research has identified the important role of peripheral entrepreneurs in path creation, identifying innovative ideas, and for being motivated to change the organization, less is known about what strategies peripheral entrepreneurs apply when moving ideas from the periphery to the center. This study examines how peripheral entrepreneurs, despite limited resources, effectively employed cajoling strategies over a 20-year span to instigate organizational change. Leveraging the rise in digitalization, these peripheral entrepreneurs utilized three distinct digital cajoling strategies: coaxing, enticing, and teasing to transform organizational structures, revamp work processes, and change established design regimes and traditional mindsets. We discuss the consequences of cajoling as it can be used for both good and bad purposes.
Recommended Citation
Hylving, Lena, "The Role of Cajoling Strategies in Path Creation" (2023). ICIS 2023 Proceedings. 21.
https://aisel.aisnet.org/icis2023/diginnoventren/diginnoventren/21
The Role of Cajoling Strategies in Path Creation
Carving out new pathways can be challenging, particularly for established organizations resistant to change. Although research has identified the important role of peripheral entrepreneurs in path creation, identifying innovative ideas, and for being motivated to change the organization, less is known about what strategies peripheral entrepreneurs apply when moving ideas from the periphery to the center. This study examines how peripheral entrepreneurs, despite limited resources, effectively employed cajoling strategies over a 20-year span to instigate organizational change. Leveraging the rise in digitalization, these peripheral entrepreneurs utilized three distinct digital cajoling strategies: coaxing, enticing, and teasing to transform organizational structures, revamp work processes, and change established design regimes and traditional mindsets. We discuss the consequences of cajoling as it can be used for both good and bad purposes.
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Comments
14-DigitalInnovation