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Summary (E+A) Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: evidence from digital imaging. Strategic Management Journal, 21(10–11), 1147–1161. https://doi.org/10.1002/(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R $6.43   Add to cart
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  3. Vrije Universiteit Amsterdam (VU)
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  5. Strategic Entrepreneurship & Organizational Renewal

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Summary (E+A) Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: evidence from digital imaging. Strategic Management Journal, 21(10–11), 1147–1161. https://doi.org/10.1002/(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R

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  • Course
  • Strategic Entrepreneurship & Organizational Renewal
  • Institution
  • Vrije Universiteit Amsterdam (VU)

Full summary of Tripsas, M. (2009). Technology, Identity, and Inertia Through the Lens of “The Digital Photography Company.” Organization Science, 20(2), 441–460.

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Document information

  • October 7, 2021
  • 3
  • 2021/2022
  • Summary

Subjects

  • inertia
  • technology
  • identity
  • digital photography company

Written for

  • Vrije Universiteit Amsterdam (VU)
  • M.Sc. Business Administration - Strategy & Organization
  • Strategic Entrepreneurship & Organizational Renewal
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Tripsas (2009) – Technology, Identity and Inertia through the Lens of “The
Digital Photography Company”
Research purpose

To understand the role of organizational identity in an organization’s adoption of new (identity-
challenging) technology

Research questions:

1) How does an organization’s identity affect its filtering of technological opportunities and its
ability to respond to identity-challenging technologies?

2) When an organization’s pursuit of an identity-challenging technology results in a shift of
identity, how does the change process unfold?

Methods

 Single-case study of a digital photography company producing memory flashs
 Grounded theory approach
 Covering the whole lifespan of the company
 Limitation: generalizability!

Organizational identity

= represents how organizational insiders and outsiders perceive an organization

Internal identity External identity

 Shared understanding by org. members  How outside audiences view the
regarding what is central, distinctive organization (e.g. institutional actors,
and enduring about their organization customers, suppliers etc.)
 “Who are we? What kind of business
are we in?”
 Guides strategic key decisions


Impact of organizational identity on technology adoption:

 Acts like a lens through which (technological) opportunities are filtered
 Org. identity is manifested in organizational routines and beliefs
 Org. identity might blind organizational members for identity-challenging tech. opportunities
 If identity-challenging technologies are noticed, they might necessitate a shift in a firm’s
identity

Change of identity

…can be difficult and risky because identity leads managerial actions and organizational routines

… is only effective when efforts to change identity reach deep within an organization’s processes

… sometimes happens first on the external identity, which then causes the internal identity to follow

 Not every identity-challenging technology is worth undergoing organizational identity-
change!

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