Now showing items 1-6 of 6
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 ...
An Ethnography of Three Michigan Architecture Firms: The Effect of Organizational Culture on Workplace Client Engagement
(2019)
Design studies researchers often agree on the importance of the first stage of the design process and the prominence of the architect and client relationship within this stage. Yet little seems to be known about the early ...