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Strong in the Morning, Dead in the Evening

Author

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  • Marie-Laure Salles-Djelic

    (CSO - Centre de sociologie des organisations (Sciences Po, CNRS) - Sciences Po - Sciences Po - CNRS - Centre National de la Recherche Scientifique)

  • Rodolphe Durand

    (HEC Paris - Ecole des Hautes Etudes Commerciales)

Abstract

A key component of evolutionary models in economics and organizational research, the notion of organizational selection is rarely the object of inquiry. It generally suggests instead a neutral and unquestioned process, a mechanism explaining organizational success and survival. In this chapter, we explore the variation of selection; we problematize the notion of selection and do an exercise in conceptual genealogy. We differentiate between three patterns of firm selection: Darwinian, strategic, and institutional and define the associated "embedded rationalities" that buttress those different selection patterns. We illustrate how selection differed and evolved through time by exploring two empirical cases – France and the United States. Building upon our empirical exploration, we stress some important contributions for three theories familiar to strategy scholars – resource-based view, population ecology, and institutional theory. We also point to some consequences for empirical research and suggest new directions for future work on the dynamics of organizational action.

Suggested Citation

  • Marie-Laure Salles-Djelic & Rodolphe Durand, 2010. "Strong in the Morning, Dead in the Evening," Post-Print hal-01891973, HAL.
    • Handle: RePEc:hal:journl:hal-01891973
    Note: View the original document on HAL open archive server: https://sciencespo.hal.science/hal-01891973
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    References listed on IDEAS

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