Now showing items 11-20 of 27
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)
Capability interactions and adaptation to demand‐side change
(John Wiley & Sons, Ltd., 2020-09)
Research summaryWe examine how interactions among a firm’s capabilities influence the extent and direction of firm adaptation under conditions of demand‐side change. Our empirical context is the U.S. defense industry, ...
Multipoint contact without forbearance? How coverage synergies shape equity analysts’ forecasting performance
(John Wiley & Sons, Ltd., 2020-10)
Research Summary: Scholars regularly use multipoint contact (MPC) to explain how encountering rivals in different domains shapes performance. While most explanations rely on mutual forbearance theory, I propose that ...
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)
Mapping a sector’s scope transformation and the value of following the evolving core
(John Wiley & Sons, Ltd., 2021-12)
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 ...
Fight or flight? Market positions, submarket interdependencies, and strategic responses to entry threats
(John Wiley & Sons, Ltd, 2019-10)
Research SummaryThis paper examines how incumbent firms’ market positions and interdependencies across their submarkets influence their responses to entry threats. We adapt a model of capacity deterrence to show that because ...