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In Gioia’s approach, replication functions at the level of Bartunek, J. M., Rynes, S. L., & Ireland, R. D. (2006). What makes
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Transitional identity as a facilitator of organizational identity
Acknowledgments change during a merger. Administrative Science Quarterly, 55,
397-438.
We thank the Organization and Management Theory (OMT)
Division of the Academy of Management for sponsoring the origi- Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change
nal symposium together with co-sponsorship from the Business in the wake of a corporate spin-off. Administrative Science
Policy and Strategy, and Managerial and Organizational Cognition Quarterly, 49, 173-208.
Divisions; the Alberta School of Business for providing financial Corley, K. G., & Gioia, D. A. (2011). Building theory about theory
support for videotaping the symposium; and Kara Stephenson building: What constitutes a theoretical contribution? Academy
Gehman for her editorial assistance in preparing this article. of Management Review, 36, 12-32.
Davis, J. P., & Eisenhardt, K. M. (2011). Rotating leadership and
Declaration of Conflicting Interests collaborative innovation: Recombination processes in sym-
biotic relationships. Administrative Science Quarterly, 56,
The author(s) declared no potential conflicts of interest with respect 159-201.
to the research, authorship, and/or publication of this article. Denis, J.-L., Dompierre, G., Langley, A., & Rouleau, L. (2011).
Escalating indecision: Between reification and strategic ambi-
Funding guity. Organization Science, 22, 225-244.
The author(s) received no financial support for the research, author- Denis, J.-L., Lamothe, L., & Langley, A. (2001). The dynamics of
ship, and/or publication of this article. collective leadership and strategic change in pluralistic organi-
zations. Academy of Management Journal, 44, 809-837.
Supplemental Material Denzin, N. K., & Lincoln, Y. S. (2005). The SAGE handbook of
qualitative research (Vol. 3). Thousand Oaks, CA: Sage.
The supplement video is available at http://journals.sagepub.com/ Eisenhardt, K. M. (1989a). Building theories from case study
doi/suppl/10.1177/1056492617706029. research. Academy of Management Review, 14, 532-550.
Eisenhardt, K. M. (1989b). Making fast strategic decisions in high-
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