Now showing items 11-18 of 18
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)
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 ...
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 ...