Now showing items 1-10 of 17
Organizational structure as a determinant of performance: Evidence from mutual funds
(John Wiley & Sons, Ltd., 2012-06)
This article develops and tests a model of how organizational structure influences organizational performance. Organizational structure, conceptualized as the decision‐making structure among a group of individuals, is shown ...
Disentangling compensation and employment risks using the behavioral agency model
(John Wiley & Sons, Ltd., 2007-10)
Employing survey and archival data from a sample of IPO firms, and extending the ideas of the Behavioral Agency Model, this study examines the influence of various forms of risk bearing created within the compensation ...
The impact of socialist imprinting and search on resource change: a study of firms in lithuania
(John Wiley & Sons, Ltd., 2006-07)
Firms in transition economies experienced a large exogenous shock in their external business environment in the late 1980s when these economies moved from a socialist-oriented economic environment to a more market-oriented ...
Opportunity costs and non-scale free capabilities: profit maximization, corporate scope, and profit margins
(John Wiley & Sons, Ltd., 2010-07)
The resource-based view on firm diversification, subsequent to Penrose ( 1959 ), has focused primarily on the fungibility of resources across domains. We make a clear analytical distinction between scale free capabilities ...
Allocation of inventive effort in complex product systems
(John Wiley & Sons, Ltd., 2007-06)
This paper examines the allocation of inventive effort in complex product systems. I argue that complex product systems, e.g., personal computers (PCs), are distinguished by functional interaction among several components, ...
Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success
(John Wiley & Sons, Ltd., 2007-10)
In recent years, academics and managers have been very interested in understanding how firms develop alliance capability and have greater alliance success. In this paper, we show that an alliance learning process that ...
Performance effects of imitative entry
(John Wiley & Sons, Ltd., 2008-08)
This article examines how waiting to imitate a product affects the performance of the imitator compared to the innovator. Specifically, we address two research questions. Under what conditions does imitation erode the ...
What do they know? The effects of outside director acquisition experience on firm acquisition performance
(John Wiley & Sons, Ltd., 2008-11)
This article contributes to the literature on board effectiveness by being perhaps the first to systematically examine how the nature of outside directors' prior experience, and resulting expertise, will influence the ...
The dominant logic: A new linkage between diversity and performance
(John Wiley & Sons, Ltd., 1986-11)
Current research offers alternative explanations to the ‘linkage’ between the pattern of diversification and performance. At least four streams of research can be identified. None of these can be considered to be a reliable, ...
Managerial foresight and attempted rent appropriation: insider trading on knowledge of imminent breakthroughs
(John Wiley & Sons, Ltd., 2005-09)
In order to establish a competitive advantage, firms must acquire or create resources at a price below their value in use. Absent pure luck, this requires managers to exercise foresight about a resource's future value ...