Accounting for great expectations: Lessons from the new media surge for critical management theory

The short organizational history of Silicon Alley (1995–2001) is used to examine some key lessons on management learning and innovation in new, interactive media start-ups from a critical perspective. The macro-social context of this history is seen as shaped by the contemporary round of political and economic globalization and its consequences such as the consolidation of the Internet, the succession of software generations, the increase of economic concentration and corporate size, the uneven availability of venture and investment capital, and other changes in the organizational and legal structures of the “new economy”. It is argued that the dynamics of global–local interaction affects the relative autonomy of firms and their subunits (managed vs. self-organized project teams), sharpens the managerial contradictions between routinization/reproduction and innovation/transformation, and widens the differences between organizations and networks in facilitating learning, teaching, and innovation. The analysis emphasizes the endemic tension between institutional dominance and efforts at self-organization from below, the importance of informal, flexible, and relatively autonomous project networks for innovation and transformation as compared to the institutional power relations of older and larger firms, and the significance of networks in furthering the exploration and social construction of new cognitive and social boundaries.