In: Family business review, 2012, vol. 25, no. 3, p. 318-338
The authors conduct a simulation study using system dynamics methods to interpret how and when paternalism affects dynamic capabilities (DCs) and by association value creation in family firms. Their simulation experiments suggest that the effect of paternalism on DCs and value creation varies over time. Initially, increasing levels of family social capital and low levels of paternalism are...
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In: Journal of international business studies, 2011, vol. 42, no. 6, p. 828-852
Organizational forms imbued with values of modernity – that is, rationality, efficiency and equity – diffuse rapidly around the world. Nonetheless, when sustained by beliefs, norms and regulations contrasting with those prevalent in the receiving country, their adoption may be delayed, and within-country legitimation may not proceed smoothly. We study the diffusion of multiplex cinemas –...
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In: The academy of management journal, 2011, vol. 54, no. 2, p. 295-311
The present paper examines the role of cooperative relations among incumbents in the formation of new firms. We argue that cooperative interfirm relations that bridge geographically remote and diverse sources of knowledge, i.e., cross-cutting ties, contribute to new firm formation. Employing data on state-level entries in the US biotech industry from 1994 to 1998, we find support to the...
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In: Ecology and strategy (Advances in strategic management), 2006, vol. 23, p. 103-135
The “upper echelon” literature has mainly produced static empirical studies on the impact of top management team composition on organizational outcomes, ignoring the dynamics of industrial demography. Organizational ecology explicitly studied the dynamics of organizational diversity at the population level, however largely ignoring how the entry and exit of executives shapes organizational...
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