Now showing items 31-40 of 44
Structural homophily or social asymmetry? The formation of alliances by poorly embedded firms
(John Wiley & Sons, Ltd., 2009-09)
Recent research shows that preexisting network structure constrains the formation of new interorganizational alliances. Firms that are poorly embedded in a network structure are less likely than richly embedded firms to ...
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 ...
Incumbent repositioning with decision biases
(John Wiley & Sons, Ltd, 2019-12)
Research SummaryIncumbent firms often reposition themselves in response to entrants, but when doing so they incur repositioning costs. Incumbent repositioning costs and the associated decision biases have been identified ...
Structural power, corporate strategy, and performance
(John Wiley & Sons, Ltd., 2021-03)
Research SummaryWe develop a structural theory of power to explain how an organization is indirectly influenced by others through intermediaries. Our theory begins by explaining why an organization can improve its power ...
The liabilities of foreign institutional ownership: Managing political dependence through corporate political spending
(John Wiley & Sons, Ltd., 2021-01)
Research SummaryThe benefits of foreign institutional ownership (FIO) have been amply researched, but there are also potential downsides to such ownership. High FIO can subject a firm to heightened regulatory scrutiny and ...
Reputations for toughness in patent enforcement: implications for knowledge spillovers via inventor mobility
(John Wiley & Sons, Ltd., 2009-12)
‘Job hopping’ by engineers and scientists is widely heralded as an important channel for knowledge spillovers within industries. Far less is known, however, about the actions firms take to reduce the outward flow of knowledge ...