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Skills and Expertise
Publications
Publications (30)
Agency and stewardship theories are prominent perspectives to examine myriad issues within family firms. Although considered opposing theories, both address the same phenomena: the individual-level behaviors and firm-level governance mechanisms that predict organizational outcomes. Accordingly, we review and synthesize these theories concurrently,...
Downsizing is a common business management practice. Prior research has examined the financial consequences of downsizing or the impact on individuals remaining in a downsizing organization. Taking a resource-based perspective, this study integrates and extends prior research on downsizing by examining how downsizing influences the relative likelih...
Executives exert a pervasive influence on the organizations they lead. As such, scholars have long considered how to calibrate the risks inherent in executive decision making, often relying on incentives and compensation to calibrate executive risk behavior. However, there are shortcomings that reduce the efficacy of this approach, largely because...
This chapter focuses on the acquisition integration process of technologyintensive firms. Building on the resource-based perspective and on literature examining the acquisition process, it argues that the pace of post-acquisition integration in acquisitions of technology firms is, in part, driven by ambiguity. It suggests that resource ambiguity an...
Differing perspectives exist regarding the importance of acquired managers in an acquired firm. The market for corporate control perspective suggests the need to "prune managerial deadwood" in an acquired firm to improve financial health (Walsh and Ellwood, 1991). Other research from the resource-based view highlights that acquired managers may be...
A foothold is a small position that a firm intentionally establishes within a market in which it does not yet compete. We extend theory on competitive dynamics to examine relationships between competitor analysis and foothold moves. Whereas it seems logical that an antecedent that is negatively related to the likelihood of foothold attack would be...
We examine whether size-specific experience influences performance following large related, domestic acquisitions. Supporting a transfer theory of learning, our results suggest that although prior experience in making large, related acquisitions transfers positively to this focal situation, experience in making small related acquisitions hurts firm...
As market barriers fall and market boundaries blur, firms are becoming increasingly broad in their scope of operations and markets. This expansion in a firm's scope intensifies competition as the interaction between rivals spreads across many markets. To succeed as a firm, managers must then take a multi-market approach to competition. Critical to...
The concept of celebrity has the potential to expand traditional views of leadership by suggesting that, with the aid of the media, firms and CEOs can surpass their peers and develop marketable personas of their own. However, the research, to date, has focused on the emergence of CEO celebrity, rather than the critical question of how CEOs translat...
Viewing organizations as open, knowledge-dependent interpretation systems and building on the knowledge-based view, we develop a theoretical model of knowledge investments and value creation. By emphasizing the interpretive nature of organizations and examining knowledge requirements, capabilities, and investments, our contribution provides a more...
Accountability is ubiquitous in social systems, and its necessity is magnified in formal organizations, whose purpose has been argued to predict and control behavior. The very notion of organizing necessitates answering to others, and this feature implies an interface of work and social enterprises, the individuals comprising them, and subunits fro...
This article examines the relative performance of firms as they enter new markets of varying knowledge intensity through acquisitions and alliances. Building on the knowledge-based view of the firm and using a sample of 305 market entry events, we investigate (1) how the level of knowledge-based resources and expertise required in a new market infl...
A foothold is a business unit within a diversified firm that possesses a very small market share. Whether a foothold stays small or grows has implications for competitive dynamics within its industry and for the performance of firms involved in the industry. However, little is known about why some footholds pursue growth while others do not. We bui...
Today, human resource executives assume prominent leadership roles in their firms and play important roles in the strategy process. Along with the expansion and evolution of the HR function, the responsibilities of coordination, control, and accountability for organizations and their leaders, particularly the CEO, remain. Forming strong relationshi...
The Human Resources (HR) function in organizations has had a long and well-documented history, during which it has evolved through a number of distinct stages from a mere record-keeping function to one of strategic importance and bottom-line impact. Implicit in such characterizations is the reputation of HR as well as its effectiveness, and the foc...
This study examines the relationships among an individual's motivations to maintain social ties with coworkers, information exchange with others outside the firm, and turnover intentions. The authors considered both relationship motivation to maintain friendships at work and job facilitation motivation to maintain workplace relationships that facil...
A model of knowledge-based resource transfer during acquisition integration is developed and tested in a sample of 75 high-tech acquisitions. Results indicate that transferring tacit knowledge is both desirable and difficult in acquisitions of technology intensive firms. It was found that acquired firm autonomy preserves tacit knowledge, while rich...
This study examines two plants in Mexico operating under different management practices—one as a traditional, control-oriented manufacturer, another pursuing an organizational learning approach. Individual behaviors and an organizational-level factor related to learning are examined both quantitatively and qualitatively to understand their impact o...
This study examines two plants in Mexico operating under different management practices—one as a traditional, control-oriented manufacturer, another pursuing an organizational learning approach. Individual behaviors and an organizational-level factor related to learning are examined both quantitatively and qualitatively to understand their impact o...
In this study, we explore seven in-depth cases of high-technology acquisitions and develop an empirically grounded model of technology and capability transfer during acquisition implementation. We assess how the nature of the acquired firms' knowledge-based resources, as well as multiple dimensions of acquisition implementation, have both independe...
In this study, we explore seven in-depth cases of high-technology acquisitions and develop an empirically grounded model of technology and capability transfer during acquisition implementation. We assess how the nature of the acquired firms' knowledge-based resources, as well as multiple dimensions of acquisition implementation, have both independe...
To compete effectively in the information age, managers must take actions in ambiguous, complex, and rapidly changing environments. A thoracic surgeon facilitates actions that are consequential and difficult to reverse, that require individual and group expertise, and that are based on changing, complex inputs and environments that are often ambigu...
High-flying founders are the rock stars of the new economy and the dot-com world. Jeff Bezos at Amazon, Stephen Case at America Online, Bill Gates at Microsoft are strong leaders of great companies. Previous generations produced great businesses and legendary leaders too, and many of them made mistakes of grand proportions. Henry Ford failed to see...
This study examines the transfer of local market knowledge within the diversified firm as its divisions expand into a new host country. Within the U.S.-based corporations in our sample, both the nature of local market knowledge itself and differences in organizational structures significantly influence the extent of internal knowledge transfer amon...
Many acquisitions of high-tech firms are motivated by the acquirers' desire to enhance their strategic technological capabilities. However, these capabilities are likely to be embedded to a large degree in the tacit and socially complex knowledge of the acquired firms' individual and collective human capital. This presents a dilemma for acquirers b...
Thesis (M.A.)--University of Redlands, Whitehead Center, 1983. Includes bibliographical references (leaves 119-122).