Now showing items 11-20 of 22
Firm‐specific human capital investments as a signal of general value: Revisiting assumptions about human capital and how it is managed
(John Wiley & Sons, Ltd, 2017-04)
Threat of falling high status and corporate bribery: Evidence from the revealed accounting records of two South Korean presidents
(John Wiley & Sons, Ltd, 2018-04)
“We do what we must, and call it by the best names”: Can deliberate names offset the consequences of organizational atypicality?
(John Wiley & Sons, Ltd, 2016-06)
Blocked But Not Tackled: Who Founds New Firms When Rivals Dissolve?
(John Wiley & Sons, Ltd, 2017-11)
Does complexity deter customer‐focus?
(John Wiley & Sons, Ltd., 2012-02)
Economic models suggest that firms use a simple cost‐benefit calculation to evaluate customer requests for new product features, but an extensive organizational literature shows the decision to implement innovation is more ...
Are network effects really all about size? The role of structure and conduct
(John Wiley & Sons, Ltd, 2013-03)
Rooted in neoclassical economics, network effects research has revolved around size, arguing that the more users a network has, the more valuable that network will be to each user. I argue that a network's structure ...
I can do that alone…or not? How idea generators juggle between the pros and cons of teamwork
(John Wiley & Sons, Ltd, 2018-02)
Complementary assets as pipes and prisms: Innovation incentives and trajectory choices
(John Wiley & Sons, Ltd, 2014-09)
Adaptation across multiple landscapes: Relatedness, complexity, and the long run effects of coordination in diversified firms
(John Wiley & Sons, Ltd., 2019-11)
Research SummaryWe study the effect of coordination between businesses on the adaptation of diversified firms. Using a simulation‐based approach, we show that coordination between businesses limits adaptation, causing the ...