Fashioning an Industry: The Institutionalization of a New Industry In the Absence of Concerted, Centrally Coordinated Action Mukti Khaire firstname.lastname@example.org Please send correspondence to Mukti Khaire Rock 321 Harvard Business School Boston, MA 02163 Ph: 617-496-4621 WORKING PAPER: PLEASE DO NOT CITE OR CIRCULATE WITHOUT PERMISSION 1 The author would like to thank Teresa Amabile, Ted Baker, Tom Eisenmann, Mary Ann Glynn, Ranjay Gulati, Heather Haveman, Candace Jones, Brayden King, Michael Lounsbury, Kathleen McGinn, Peter Murmann, Nitin Nohria, Elaine Romanelli, Mary Tripsas, R. Daniel Wadhwani, and participants at the HBS and Darden seminar series as well as the R.H. Smith Entrepreneurship Conference (2006) for their insightful comments and feedback on earlier versions of this paper. I also want to thank Kathleen Eisenhardt for directing me to some relevant papers. Any remaining errors are the responsibility of the author. Fashioning an Industry: The Institutionalization of a New Industry In the Absence of Concerted, Centrally Coordinated Action Abstract: This paper explores the conditions under which a new industry may be institutionalized without purposive and concerted or centrally coordinated action, through an inductive, qualitative study of the emergence and institutionalization of the high-end fashion industry in India. Based on interviews with entrepreneurs and constituents of the field, I find that three factors institutionalized the industry despite the absence of collective or coordinated action: appropriate framing of their activity by entrepreneurs, the co-emergence of the field because of the economic opportunities created by the new industry, and the separate and uncoordinated actions of each constituent. In particular, each constituent engaged in processes of curation and certification, co-presentation, commentary and critique, and comparison and commensuration that created cognitive platforms for the new products, thus enabling broader audiences to make sense of the industry. Despite being uncoordinated, these actions had a cognitive impact similar to coordinated collective action, leading to the institutionalization of the industry. I explain these findings using theories of cultural production, and suggest that institutionalization may emerge without collective or coordinated actions, as a result of contemporaneous actions of field constituents that independently sanctify the value of goods with high uncertain and unknown value, which do not compete with an entrenched referent. The findings of this paper suggest that we need to understand contingencies in industry emergence more deeply, and contribute to our understanding of organizations, fields, entrepreneurship, and institutions.
Pages to are hidden for
"Fashioning an Industry:"Please download to view full document