Publications
Publications
- Strategic Management Journal
Frame Flexibility: The Role of Cognitive and Emotional Framing in Innovation Adoption by Incumbent Firms
By: Ryan Raffaelli, Mary Ann Glynn and Michael Tushman
Abstract
Why do incumbent firms frequently reject nonincremental innovations? Beyond technical, structural, or economic factors, we propose an additional factor: the degree of the top management team's (TMT) frame flexibility, i.e., their capability to cognitively expand an innovation's categorical boundaries and to cast the innovation as emotionally resonant with the organization's identity, competencies, and competitive boundaries. We argue that inertial forces generally constrict how TMTs perceive innovations but that frame flexibility can overcome these constraints, increasing the likelihood of adoption and broadening the organization's innovation practices. We advance a theoretical model that relaxes the assumption that cognitive frames are static, showing how they become flexible via categorical positioning, and introduce a role for emotional frames that appeals to organizational members' sentiments and aspirations in innovation adoption.
Keywords
Innovation Adoption; Cognition; Framing; Emotional Resonance; Incumbent Inertia; Innovation and Invention; Technology Adoption; Organizational Change and Adaptation; Change Management
Citation
Raffaelli, Ryan, Mary Ann Glynn, and Michael Tushman. "Frame Flexibility: The Role of Cognitive and Emotional Framing in Innovation Adoption by Incumbent Firms." Strategic Management Journal 40, no. 7 (July 2019): 1013–1039.
About The Authors
