Now showing items 31-40 of 66
I can do that alone…or not? How idea generators juggle between the pros and cons of teamwork
(John Wiley & Sons, Ltd, 2018-02)
Multimedia materials for chemical engineering: Module development and lessons learned
(John Wiley & Sons, Inc., 1996)
In this article we summarize the multimedia materials for chemical engineering instruction developed in our laboratory during the last 3 years. We also share what we have learned about the presentation of materials and the ...
Complementary assets as pipes and prisms: Innovation incentives and trajectory choices
(John Wiley & Sons, Ltd, 2014-09)
The interplay between the level of voluntary participation and supervisor support on trainee motivation and transfer
(Wiley Periodicals, Inc., 2021-12)
There have been conflicting findings about whether mandatory versus voluntary training leads to more positive training outcomes. We propose moving away from a dichotomous distinction to a more dynamic participation approach ...
Mapping a sector’s scope transformation and the value of following the evolving core
(John Wiley & Sons, Ltd., 2021-12)
Epistemological framing and novice elementary teachers’ approaches to learning and teaching engineering design
(John Wiley & Sons, Inc., 2019-09)
As engineering learning experiences increasingly begin in elementary school, elementary teacher preparation programs are an important site for the study of teacher development in engineering education. In this article, we ...
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 ...