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Industry Mindsets: Exploring the Cultures of Two Macro-Organizational Settings

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  • Margaret E. Phillips

    (School of Business and Management, Pepperdine University, Malibu, California 90263)

Abstract

Cultures are dynamic, shared mindsets that, in organizational settings, are usually believed to be nationally or organizationally based. In this paper, the existence of industry cultures is explored. Previous studies of industry-based cognitive constructs have narrowly focused on top managers' mental models for strategic decision making. Here, broad-based assumption sets comprising the cultural knowledge widely shared among organizational participants within two industries (fine arts museums and California wineries) are surfaced and compared. A cognitive definition of culture and a modified ethnographic methodology frame the inquiry. The research process balances the requirements of the inductive method with the logistics of doing research in settings as broad in scope as “industry” and into issues as amorphous as “culture in modern organizations.” This process involves the selection and in-depth interviewing of 96 informants in 12 organizations, representing a cross-section of members of these two industries. The distinct assumption sets that surface for each industry demonstrate, among other things, substantial differences in conceptualizations of membership, competition, the origins of “truth,” the purpose of work, and the nature of work relationships. The findings suggest that the current narrow focus in research on industry-based cognitive constructs can be productively broadened to include a fuller range of cultural elements and a wider set of industry participants. The surfacing of distinct industry mindsets reinforces the emerging belief that a multiplicity of dynamic, shared mindsets exist within an organization's environment. A new cognitive lens—that of industry —is offered, through which scholars and managers alike can view behavior in organizational settings.

Suggested Citation

  • Margaret E. Phillips, 1994. "Industry Mindsets: Exploring the Cultures of Two Macro-Organizational Settings," Organization Science, INFORMS, vol. 5(3), pages 384-402, August.
    • Handle: RePEc:inm:ororsc:v:5:y:1994:i:3:p:384-402
    DOI: 10.1287/orsc.5.3.384
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    3. Michael B. Beverland, 2005. "Crafting Brand Authenticity: The Case of Luxury Wines," Journal of Management Studies, Wiley Blackwell, vol. 42(5), pages 1003-1029, July.
    4. Bezjian, James & Stoyanova, Veselina & McKiernan, Peter & MacKay, R. Bradley, 2020. "Synthesizing scenario planning and industry recipes through an analysis of the Hollywood film industry," Technological Forecasting and Social Change, Elsevier, vol. 150(C).
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    8. Todd W. Moss & Jeremy C. Short & G. Tyge Payne & G.T. Lumpkin, 2011. "Dual Identities in Social Ventures: An Exploratory Study," Entrepreneurship Theory and Practice, , vol. 35(4), pages 805-830, July.
    9. Gómez, Carolina, 2004. "The influence of environmental, organizational, and HRM factors on employee behaviors in subsidiaries: a Mexican case study of organizational learning," Journal of World Business, Elsevier, vol. 39(1), pages 1-11, February.
    10. Janice M. Beyer & David R. Hannah, 2002. "Building on the Past: Enacting Established Personal Identities in a New Work Setting," Organization Science, INFORMS, vol. 13(6), pages 636-652, December.
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    13. Alkhoraif, Abdullah & Rashid, Hamad & McLaughlin, Patrick, 2019. "Lean implementation in small and medium enterprises: Literature review," Operations Research Perspectives, Elsevier, vol. 6(C).
    14. Kwantes, Catherine T. & Boglarsky, Cheryl A., 2007. "Perceptions of organizational culture, leadership effectiveness and personal effectiveness across six countries," Journal of International Management, Elsevier, vol. 13(2), pages 204-230, June.
    15. Turnheim, Bruno & Geels, Frank W., 2013. "The destabilisation of existing regimes: Confronting a multi-dimensional framework with a case study of the British coal industry (1913–1967)," Research Policy, Elsevier, vol. 42(10), pages 1749-1767.
    16. Geels, Frank W., 2014. "Reconceptualising the co-evolution of firms-in-industries and their environments: Developing an inter-disciplinary Triple Embeddedness Framework," Research Policy, Elsevier, vol. 43(2), pages 261-277.
    17. De Silva, Muthu & Al-Tabbaa, Omar & Khan, Zaheer, 2021. "Business model innovation by international social purpose organizations: The role of dynamic capabilities," Journal of Business Research, Elsevier, vol. 125(C), pages 733-749.
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    19. Thomas Roulet, 2015. "“What Good is Wall Street?” Institutional Contradiction and the Diffusion of the Stigma over the Finance Industry," Journal of Business Ethics, Springer, vol. 130(2), pages 389-402, August.
    20. Gomez, Carolina & Ranft, Annette L., 2003. "The influence of organizational variables on the transferability of management practices: An examination of traditional and learning manufacturing environments in Mexico," Journal of Business Research, Elsevier, vol. 56(12), pages 989-997, December.
    21. Frank Boons & Marjolein Berends, 2001. "Stretching the boundary: the possibilities of flexibility as an organizational capability in industrial ecology," Business Strategy and the Environment, Wiley Blackwell, vol. 10(2), pages 115-124, March.
    22. Mary Ann Glynn & Lee Watkiss, 2020. "Of Organizing and Sensemaking: From Action to Meaning and Back Again in a Half‐Century of Weick’s Theorizing," Journal of Management Studies, Wiley Blackwell, vol. 57(7), pages 1331-1354, November.
    23. Turnheim, Bruno & Geels, Frank W., 2012. "Regime destabilisation as the flipside of energy transitions: Lessons from the history of the British coal industry (1913–1997)," Energy Policy, Elsevier, vol. 50(C), pages 35-49.
    24. Ting Liu, 2018. "The Review of Language Studies in International Business: Suggestions and Future Directions for Japan," Discussion Papers in Economics and Business 18-30, Osaka University, Graduate School of Economics.

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