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作者：Heshmati, Mana; Csaszar, Felipe A.
作者单位：University of Washington; University of Washington Seattle; University of Michigan System; University of Michigan
摘要：Despite the popularity of strategy courses and the fact that managers make consequential decisions using ideas they learn in such courses, few studies examine the learning outcomes of taking a strategy course-a research gap most likely the result of the methodological challenges of measuring these outcomes in realistic ways. This paper provides a large-sample study of what individuals learn from taking a strategy course and how those learning outcomes depend on individual characteristics. We e...
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作者：Crosina, Eliana; Pratt, Michael G.; Lifshitz, Hila
作者单位：Babson College; Boston College; University of Warwick
摘要：Based on a three-year inductive field study of first-time founders, we reveal the dynamic identity relationships that tie founders to their ventures: what such relationships comprise, how they evolve over time, and with what strategic implications for the development of new businesses. Specifically, we found that such relationships comprise both identification and construals, which capture the degree to which founders saw their ventures as self-defining and founder-venture psychological distan...
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作者：Pang, Min-Seok; Funk, Russell J.; Hirschman, Daniel
作者单位：Pennsylvania Commonwealth System of Higher Education (PCSHE); Temple University; University of Minnesota System; University of Minnesota Twin Cities; Cornell University
摘要：The literature on corporate political activity (CPA) generally views nonmarket actions aimed at influencing political actors (e.g., lobbying or campaign contributions) as related but separate activities from market actions. This study demonstrates how firms' core market actions (e.g., market entry or geographic expansion) can function as CPA. We theorize two mechanisms through which firms leverage market actions as CPA: pork (i.e., ones that primarily benefit a politician's constituents) and p...
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作者：Ganz, Scott C.
作者单位：Georgetown University; American Enterprise Institute for Public Policy Research
摘要：The metaphor of an organization as a garbage can is often invoked as a playful insult. However, as was recognized early on by management theorists studying garbage can ideas, the unpredictability arising from garbage can decision making has the potential to be adaptively rational for organizations facing complex task environments. The chaos produced by preference conflict and fluid participation in collective decision making can aid in search by enabling organizations to escape local performan...
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作者：Vestal, Alex; Danneels, Erwin
作者单位：University of North Carolina; University of North Carolina Wilmington; State University System of Florida; University of South Florida
摘要：Increasingly, teams consist of members from widely distinct knowledge domains. This article studies the extent to which research and development (R&D) teams can transform their members' different technological knowledge into impactful inventions. Although teams composed of members with distinct expertise can create impactful new technologies, in order to realize this potential, team members must have the ability and motivation to integrate each other's knowledge. This article argues that the a...
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作者：Farjoun, Moshe; Mahmood, Nudrat
作者单位：York University - Canada
摘要：Habits and routines are foundational to several organizational theories. Considering organizational members to be predominately employees, established habit-based models recognize how these members' habits help build organizations and are shaped by them. Departing from this traditional, internal focus, our paper highlights an important aspect of organizing, which has been relatively overlooked by established habit-based models, namely, how firms engineer consumer habits to their advantage and,...
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作者：Chang, Sea-Jin; Kim, Young-Choon; Park, Sangchan
作者单位：National University of Singapore; Korea Advanced Institute of Science & Technology (KAIST); Ulsan National Institute of Science & Technology (UNIST)
摘要：Building on the literature on resource reconfiguration theory, we formulate a new theoretical framework that explains how executive redeployment within a diversified firm transfers different types of human capital embodied in executives to different units facing specific business challenges. In the empirical context of Korean business groups, we find that executives with unit-specific human capital, like turnaround experience, competitive experience, and international expansion experience, are...
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作者：Zobel, Ann-Kristin; Falcke, Lukas; Comello, Stephen D.
作者单位：University of St Gallen; Vrije Universiteit Amsterdam; Stanford University
摘要：This study adopts a temporal perspective to investigate how boundary spanners can increase the inflow of external knowledge by engaging with both external and internal parties. We add to prior work on knowledge transfer by shifting the focus from engagement levels to investigating engagement dynamics, especially the degree of switching between external and internal engagement across consecutive time periods. Drawing from a cognitive perspective, we argue that switching strongly between engagem...
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作者：Evans, Jonathan B.; Schilke, Oliver
作者单位：University of British Columbia; University of Arizona
摘要：This article adopts a relational perspective to demonstrate that characteristics of the dyadic relationship between supervisors and their employees are critical to understanding individual-level exploration-understood as the extent to which organizational members pursue new opportunities and experiment with changes to current practices. To this end, we introduce the concept of power framing-that is, whether the control over valued resources is emphasized as the ability to reward or to punish-a...
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作者：Levinthal, Daniel A.; Pham, Dong Nghi
作者单位：University of Pennsylvania; ESSEC Business School; Universitat Ramon Llull; Escuela Superior de Administracion y Direccion de Empresas (ESADE)
摘要：The discussions of organizational politics and processes of organizational adaptation have developed as largely independent streams of work. However, we suggest that organizational politics-in particular, the power dynamics of the dominant coalition-can be a driver for patterns of both continuity and change within organizations. Continuity is maintained by two inertial forces. First, a corporate strategy that conforms to the interest of the dominant coalition will tend to reinforce the power o...
