Now showing items 1-5 of 5
Under the radar: How firms manage competitive uncertainty by appointing friends of other chief executive officers to their boards
(John Wiley & Sons, Ltd, 2019-01)
Misaccounting for endogeneity: The peril of relying on the Heckman two‐step method without a valid instrument
(John Wiley & Sons, Ltd, 2019-03)
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 ...