01809nas a2200157   4500008004100000245011400041210006900155260000900224490000700233520116600240653003201406100003301438700001901471700002601490856013501516       2022                        eng d00aEntrepreneurial orientation as a mediator of ADHD聳Performance relationship: A staged quasi-replication study0 aEntrepreneurial orientation as a mediator of ADHD Performance re  c20220 v173 aThe entrepreneurship literature has suggested the criticality of replicating findings along with the potential for nuance when examining relationships within emerging market contexts. In this study, we seek to reproduce the findings of Yu et al. (2021) concerning entrepreneurial orientation (EO), attention-deficit/hyperactivity disorder (ADHD), and firm performance using a sample of Russian SMEs. We conduct a quasi-replication study, systematically changing the data, measures, and construct within our empirical models. The results of our study are partly in line with the original study's findings: we did not find a significant relationship between hyperactivity/impulsivity symptoms and EO. However, when we considered different sub-dimensions of EO (innovativeness, proactiveness, and risk-taking), managers with hyperactivity/impulsivity ADHD symptoms exhibited greater innovativeness, proactiveness, and risk-taking, while managers with inattention ADHD symptoms exhibited opposite effects. We discuss the extent to which the effects of ADHD on firm performance in developed economies, as mediated by EO, are generalizable within an emerging economy.10aStrategy & Entrepreneurship1 aShirokova, Galina, Shirokova1 aShakina, Elena1 aGerasymenko, Violetta  u/biblio/entrepreneurial-orientation-mediator-adhdperformance-relationship-staged-quasi-replication00505nas a2200121   4500008004100000245008200041210006900123260000900192653003200201100001500233700001600248856011900264       2022                        eng d00aMeasuring Destabilization and Consolidation in Scientific Knowledge Evolution0 aMeasuring Destabilization and Consolidation in Scientific Knowle  c202210aStrategy & Entrepreneurship1 aLi, Jiexun1 aChen, Jiyao  u/biblio/measuring-destabilization-and-consolidation-scientific-knowledge-evolution00632nas a2200157   4500008004100000245010300041210006900144260000900213653003200222100002200254700001800276700001300294700001800307700001600325856013300341       2022                        eng d00aMeta-Analytical Evidence on Mental Disorder Symptoms During the COVID-19 Pandemic in Latin America0 aMetaAnalytical Evidence on Mental Disorder Symptoms During the C  c202210aStrategy & Entrepreneurship1 aZhang, Stephen, X1 aBatra, Kavita1 aLiu, Tao1 aDone, Rebecca1 aChen, Jiyao  u/biblio/meta-analytical-evidence-mental-disorder-symptoms-during-covid-19-pandemic-latin-america01177nam a2200157   4500008004100000245002900041210002800070260002800098300000800126520073200134653001500866653003200881100001700913700002100930856006800951       2022                        eng d00aStrategic Management, 3e0 aStrategic Management 3e  aCorvallis, 麻豆传媒高清c2022  a1123 aThis book is being updated under a grant from the OERU of 麻豆传媒高清 State.<br><br>This open source textbook is derived from many sources, initially (1st edition) from the Principles of Management by Carpenter, Bauer, and Erdogan, but there is abundant new content as well. It is published under a Creative Commons license and as such there is no charge ever for this textbook.<br><br>In addition to taking on a second author, the most important change from 2e is that three tenured faculty have signed on to consider, review, and approve the content. This edition will have a more global perspective and make a tighter linkage with the Micromatic simulation software as well as provide mini-case studies for classroom discussions.10aManagement10aStrategy & Entrepreneurship1 aMorris, John1 aTripathi, Sanjai  u/biblio/strategic-management-3e00605nas a2200133   4500008004100000245014000041210006900181260000900250653003200259100001600291700001400307700002200321856012800343       2021                        eng d00aChanging CEO Preferences over Tenure Life Cycle and Corporate Social Responsibility: The Moderating Role of CEO's Political Orientation0 aChanging CEO Preferences over Tenure Life Cycle and Corporate So  c202110aStrategy & Entrepreneurship1 aJeong, Nara1 aKim, Nari1 aArthurs, Jonathan  u/biblio/changing-ceo-preferences-over-tenure-life-cycle-and-corporate-social-responsibility00602nas a2200145   4500008004100000245010100041210006900142260000900211490001600220653003200236100001800268700002500286700001800311856012700329       2021                        eng d00aCompeting both ways: How combining Porter's low-cost and focus strategies hurts firm performance0 aCompeting both ways How combining Porters lowcost and focus stra  c20210 vforthcoming10aStrategy & Entrepreneurship1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/competing-both-ways-how-combining-porters-low-cost-and-focus-strategies-hurts-firm00700nas a2200193   4500008004100000245012100041210006900162260000900231300001200240490000700252653000800259653002300267653001200290653003200302100001600334700001500350700001700365856012400382       2021                        eng d00aDestabilization and Consolidation: Conceptualizing, Measuring, and Validating the Dual Characteristics of Technology0 aDestabilization and Consolidation Conceptualizing Measuring and   c2021  a104-1150 v5010aBIS10aBusiness Analytics10aFinance10aStrategy & Entrepreneurship1 aChen, Jiyao1 aShao, Rong1 aFan, Shaokun  u/biblio/destabilization-and-consolidation-conceptualizing-measuring-and-validating-dual00765nas a2200229   4500008004100000245009700041210006900138260000900207300001000216490000700226653003200233100001600265700001800281700001800299700001200317700001500329700002000344700001900364700001300383700001600396856012300412       2021                        eng d00aThe Mental Health Under the COVID-19 Crisis in Africa: A Systematic Review and Meta-Analysis0 aMental Health Under the COVID19 Crisis in Africa A Systematic Re  c2021  a106040 v1810aStrategy & Entrepreneurship1 aChen, Jiyao1 aFarah, Nusrat1 aDong, Rebecca1 aXu, Wen1 aYin, Allen1 aDellios, Andrew1 aMiller, Saylor1 aWan, Xue1 aXu, Stephen  u/biblio/mental-health-under-covid-19-crisis-africa-systematic-review-and-meta-analysis00600nas a2200145   4500008004100000245009500041210006900136260000900205653003200214100002600246700001800272700002200290700001600312856012600328       2021                        eng d00aRe-examining Constraints And Ventures' Learning: The Case Of Business Accelerator Programs0 aReexamining Constraints And Ventures Learning The Case Of Busine  c202110aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aCho, Sam, Yul1 aArthurs, Jonathan1 aChoi, Yohan  u/biblio/re-examining-constraints-and-ventures-learning-case-business-accelerator-programs00489nas a2200121   4500008004100000245011400041210006900155260000900224653003200233100001600265700002000281856006600301       2021                        eng d00aStanding Ground? The Influences of Knowledge Diversity and Technology Opportunity on Generative Appropriation0 aStanding Ground The Influences of Knowledge Diversity and Techno  c202110aStrategy & Entrepreneurship1 aChoi, Yohan1 aBarden, Jeffrey  uhttps://www.worldscientific.com/doi/10.1142/S136391962150076600728nas a2200193   4500008004100000245010600041210006900147260000900216300000900225653003200234100001900266700001600285700002300301700002300324700001700347700001500364700002100379856013400400       2021                        eng d00aSuccumbing to the COVID-19 Pandemic 聳Healthcare Workers not Satisfied and Intend to Leave Their Jobs0 aSuccumbing to the COVID19 Pandemic Healthcare Workers not Satisf  c2021  a1-1010aStrategy & Entrepreneurship1 aZhang, Stephen1 aChen, Jiyao1 aJahanshahi, Asghar1 aAvarez-Risco, Aldo1 aDai, Huiyang1 aLi, Jizhen1 aPatty-Tito, Ross  u/biblio/succumbing-covid-19-pandemic-healthcare-workers-not-satisfied-and-intend-leave-their-jobs01675nas a2200133   4500008004100000245010300041210006900144260000900213520112500222653003201347100002001379700001601399856012601415       2021                        eng d00aSwinging for the Fences? Payroll, Performance and Risk Behavior in the Major League Baseball Draft0 aSwinging for the Fences Payroll Performance and Risk Behavior in  c20213 aThis study examines the way competitive advantage and organization performance mediate the effect of potential slack 鈥� externally-available resources 鈥� on organization risk behavior in Major League Baseball鈥檚 amateur draft. It tests the hypotheses that local market munificence provides payroll advantage and increases on-field performance and that payroll disadvantage and poor performance increase teams鈥� likelihood of selecting riskier high school players instead of college players. Consistent with resource deprivation theory, results suggest that payroll disadvantage promotes risk-taking; however, on-field success encourages risk-taking early in the draft. Indeed, pick number appears to have a U-shape relationship with risk-taking where winning increases confidence earlier in the draft and low stakes promote risk-seeking later. This study contributes to the literature by suggesting that input-based and outcome-based reference metrics have different effects on risk behavior and that managerial hubris may influence risk behavior through information availability rather than having a general effect.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aChoi, Yohan  u/biblio/swinging-fences-payroll-performance-and-risk-behavior-major-league-baseball-draft01726nas a2200181   4500008004100000245012500041210006900166260000900235300001000244490000800254520104000262653003201302100001601334700001801350700002201368700002001390856013401410       2020                        eng d00aCelebrity CEO, Identity Threat, and Impression Management: Impact of Celebrity Status on Corporate Social Responsibility0 aCelebrity CEO Identity Threat and Impression Management Impact o  c2020  a69-840 v1113 aIn this study, we examine the impact of CEO celebrity status on the propensity of firms to<br>engage in corporate social responsibility (CSR). Integrating identity and impression management<br>theories, we argue that a firm鈥檚 engagement in CSR activities is affected by a celebrity CEO鈥檚<br>impression management motive to maintain his/her identity and status as a celebrity. We then<br>explore three boundary conditions under which the effects of celebrity status on CSR may be<br>strengthened. We find that celebrity CEOs鈥� engagement in CSR activities as an impression<br>management tactic increases when uncertainty surrounding a firm鈥檚 expected performance is<br>high, when firm performance is low, and the competitive intensity of the industry is high. The<br>findings of this study provide useful insights into the specific ways by which celebrity CEOs<br>attempt to protect their established status and reputation. This paper contributes to various<br>domains of research concerning CEOs, impression management, and CSR.10aStrategy & Entrepreneurship1 aLee, Gilsoo1 aCho, Sam, Yul1 aArthurs, Jonathan1 aLee, Eun, Kyung  u/biblio/celebrity-ceo-identity-threat-and-impression-management-impact-celebrity-status-corporate00607nas a2200133   4500008004100000245012700041210006900168260000900237653003200246100002200278700002300300700001900323856013100342       2020                        eng d00aFueling the Fire: Identity centrality, affective interpersonal commitment and gender as drivers of entrepreneurial passion0 aFueling the Fire Identity centrality affective interpersonal com  c202010aStrategy & Entrepreneurship1 aMurnieks, Charles1 aCardon, Melissa, S1 aHaynie, J., M.  u/biblio/fueling-fire-identity-centrality-affective-interpersonal-commitment-and-gender-drivers00643nas a2200157   4500008004100000245011200041210006900153260000900222300001200231490000700243653003200250100002600282700002200308700001800330856013700348       2020                        eng d00aHow and When Investment Horizons Determine Venture Capital Firms' Attention Breadth to Portfolio Companies.0 aHow and When Investment Horizons Determine Venture Capital Firms  c2020  a475-5030 v4410aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aArthurs, Jonathan1 aCho, Sam, Yul  u/biblio/how-and-when-investment-horizons-determine-venture-capital-firms-attention-breadth-portfolio00673nas a2200181   4500008004100000245009400041210006900135260002300204653000800227653002300235653001200258653003200270100001600302700001500318700001700333700001500350856012600365       2020                        eng d00aImpact of Team Size on Technological Contributions:  Unpacking Disruption and Development0 aImpact of Team Size on Technological Contributions Unpacking Dis  aVancouver CAc202010aBIS10aBusiness Analytics10aFinance10aStrategy & Entrepreneurship1 aChen, Jiyao1 aShao, Rong1 aFan, Shaokun1 aLi, Jiexun  u/biblio/impact-team-size-technological-contributions-unpacking-disruption-and-development00481nas a2200157   4500008004100000245004200041210004100083260000900124300001400133490000700147653003200154100001600186700002300202700001900225856007900244       2020                        eng d00aPublic Service Innovation: A Typology0 aPublic Service Innovation A Typology  c2020  a1674-16950 v2210aStrategy & Entrepreneurship1 aChen, Jiyao1 aWalker, Richard, M1 aSawhney, Mohan  u/biblio/public-service-innovation-typology01498nas a2200181   4500008004100000245006400041210006100105260000900166300001200175490000700187520091200194653003201106100001601138700001801154700002201172700002001194856010201214       2019                        eng d00aCEO Pay Inequity, CEO-TMT Pay Gap, and Acquisition Premiums0 aCEO Pay Inequity CEOTMT Pay Gap and Acquisition Premiums  c2019  a105-1160 v983 aThis study extends previous research on the influence of CEO pay inequity on CEOs' decision-making by examining the relationship in the acquisition context. Focusing on CEOs' compensation vis-脿-vis external and internal referents, we find that underpaid CEOs pay higher acquisition premiums and that overpaid CEOs pay lower premiums, although this tendency is reduced as the level of overpayment increases, creating a U-shaped relationship. We further find that the CEO-TMT pay gap moderates the relationship between CEO under-/overpayment and acquisition premiums by adjusting CEOs' perceptions of pay inequity and motivation to restore inequity through their higher or lower sense of self-importance. The findings of this study suggest that CEOs' decision-making is strongly influenced by their framing of gains and losses and the perception of pay inequity<br>vis-脿-vis external and internal referents.10aStrategy & Entrepreneurship1 aLee, Gilsoo1 aCho, Sam, Yul1 aArthurs, Jonathan1 aLee, Eun, Kyung  u/biblio/ceo-pay-inequity-ceo-tmt-pay-gap-and-acquisition-premiums00716nas a2200181   4500008004100000245011100041210006900152260000900221653001400230653003200244100002200276700002200298700002400320700001800344700002100362700001900383856013200402       2019                        eng d00aClose your Eyes or Open your Mind: Effects of Sleep and Mindfulness Exercises on Entrepreneurs' Exhaustion0 aClose your Eyes or Open your Mind Effects of Sleep and Mindfulne  c201910aMarketing10aStrategy & Entrepreneurship1 aMurnieks, Charles1 aArthurs, Jonathan1 aCardon, Melissa, S.1 aFarah, Nusrat1 aStornelli, Jason1 aHaynie, J., M.  u/biblio/close-your-eyes-or-open-your-mind-effects-sleep-and-mindfulness-exercises-entrepreneurs00643nas a2200145   4500008004100000245013800041210006900179260000900248653003200257100002000289700001600309700002000325700002500345856012700370       2019                        eng d00aCounteracting Globalization's Skeptics: How Diasporas Influence the Internationalization Preferences of Minority Entrepreneurs' Firms0 aCounteracting Globalizations Skeptics How Diasporas Influence th  c201910aStrategy & Entrepreneurship1 aInouye, Todd, M1 aJoshi, Amol1 aHemmatian, Iman1 aRobinson, Jeffrey, A  u/biblio/counteracting-globalizations-skeptics-how-diasporas-influence-internationalization00603nas a2200133   4500008004100000245010400041210006900145260002200214653003200236100002100268700002600289700001600315856013800331       2019                        eng d00aDoes a Federal Glass Ceiling Have Differential Effects on Female and Male Technology Entrepreneurs?0 aDoes a Federal Glass Ceiling Have Differential Effects on Female  aHershey, PAc201910aStrategy & Entrepreneurship1 aInouye, Todd, M.1 aRobinson, Jeffrey, A.1 aJoshi, Amol  u/biblio/does-federal-glass-ceiling-have-differential-effects-female-and-male-technology-entrepreneurs00620nas a2200169   4500008004100000245009000041210006900131260000900200300001200209490000800221653003200229100001300261700001800274700001400292700002200306856012200328       2019                        eng d00aForeign IPOs in the US: When entrepreneurial orientation meets institutional distance0 aForeign IPOs in the US When entrepreneurial orientation meets in  c2019  a144-1510 v10110aStrategy & Entrepreneurship1 aLiu, Kun1 aTang, Jintong1 aYang, Kun1 aArthurs, Jonathan  u/biblio/foreign-ipos-us-when-entrepreneurial-orientation-meets-institutional-distance01477nas a2200145   4500008004100000245013000041210006900171260000900240520087200249653000801121653003201129100002001161700001701181856013301198       2019                        eng d00aHorizontal Competition and Interorganizational Exchange Partner Selection: An Analysis of Major League Baseball Player Trades0 aHorizontal Competition and Interorganizational Exchange Partner   c20193 aThis study examines the influence of horizontal competition on interorganizational exchange. Interorganizational competition is a multidimensional construct that can influence exchange in multiple, sometimes countervailing ways. With an analysis of Major League Baseball player trades, we examine the influences of three components of competition 鈥� goal conflict, rivalry, and competitive interaction 鈥� on interorganizational exchange partner selection. We find that that goal conflict reduces the hazard rate of exchange between organizations, but competitive interaction increases it. Moreover, we find evidence that prior exchange moderates the competition-exchange relationship by reducing the perceived risks and information benefits of exchange with a competitor. We do not find evidence that interorganizational rivalry shapes subsequent exchange behavior.10aMBA10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aVestal, Alex  u/biblio/horizontal-competition-and-interorganizational-exchange-partner-selection-analysis-major00579nas a2200145   4500008004100000245010000041210006900141260000900210300001000219490000800229653003200237100001300269700002200282856012900304       2019                        eng d00aHow does dependence on key employees matter for initial public offerings of US high-tech firms?0 aHow does dependence on key employees matter for initial public o  c2019  a74-820 v10210aStrategy & Entrepreneurship1 aLiu, Kun1 aArthurs, Jonathan  u/biblio/how-does-dependence-key-employees-matter-initial-public-offerings-us-high-tech-firms00614nas a2200157   4500008004100000245009200041210006900133260001700202653000800219653002300227653003200250100001600282700001400298700001700312856012700329       2019                        eng d00aKnowledge Networks, Collaboration Networks, and Innovation: A Replication and Extension0 aKnowledge Networks Collaboration Networks and Innovation A Repli  aBostonc201910aBIS10aBusiness Analytics10aStrategy & Entrepreneurship1 aChen, Jiyao1 aShen, Jia1 aFan, Shaokun  u/biblio/knowledge-networks-collaboration-networks-and-innovation-replication-and-extension02442nas a2200181   4500008004100000020002200041245007300063210006900136260002500205300001200230520179400242653003202036100002502068700001602093700003002109700002002139856010102159       2019                        eng d  a978 1 78643 600 900aUrban Innovation:  At the nexus of entrepreneurship and urban policy0 aUrban Innovation At the nexus of entrepreneurship and urban poli  aCheltenham, UKc2019  a129-1443 aWe define urban innovation as the development of long-lasting transformations in urban communities, neighborhoods, and cities. In our proposed framework, urban innovation is driven by two overarching principles: social inclusion and transformation. Inclusion allows for interaction across social groups and benefits society by reducing socio-economic separation through fostering stronger, and even new, relationships in the community. Transformation means deep-seated change that remodels the mindset and creates new change agents. These principles enable us to isolate innovative activities that are small and incremental, from urban innovations that have the potential to impact the economy and society in major ways. We identify three distinct types of transformative and inclusive policy innovations used in the urban innovation context: market creating, market integration, and market incentivizing. We also present three types of business model innovations that work within these innovations: social entrepreneurship, technology and innovation parks, and venture accelerators. We further categorize the social entrepreneurship business model into sustainable or triple bottom line businesses, social enterprises, micro-finance organizations and benefits corporations/B-Corps. We highlight specific examples of these policy and business model innovations from around the world to illustrate how and why urban innovations are essential for economic growth and social development in rapidly urbanizing cities. We also present several promising avenues for new research on urban innovation to guide scholars, practitioners, and policymakers in more systematically studying the phenomenon and in making strategic decisions about critical issues related to future of the world鈥檚 cities.10aStrategy & Entrepreneurship1 aRobinson, Jeffrey, A1 aJoshi, Amol1 aVickerie-Dearman, Lutisha1 aInouye, Todd, M  u/biblio/urban-innovation-nexus-entrepreneurship-and-urban-policy01463nas a2200133   4500008004100000245009400041210006900135260000900204300000900213520092800222653003201150100002601182856012101208       2019                        eng d00aWhen do organizations learn from successful experience? The Case of Venture Capital Firms0 aWhen do organizations learn from successful experience The Case   c2019  a1-233 aAbility to accurately predict the outcomes of investments in new projects is recognized as an important antecedent of organizational success. Yet, despite the extensive research on resource-allocation decisions and forecasting, we know little about how accumulated experience shapes the accuracy of forecasts. In this study, we investigate the influence of success and failure experiences on the accuracy of venture capital predictions of the outcomes of their portfolio companies. We also explore the moderating influence of an important organizational factor, the size of a decision-making team. Our theory and findings highlight that success and failure experiences have significant and varying impact on the accuracy of organizational predictions. By examining these novel relationships, we extend theorizing about forecasting and learning, and bring novel insights to the field of entrepreneurship and venture capital.10aStrategy & Entrepreneurship1 aGerasymenko, Violetta  u/biblio/when-do-organizations-learn-successful-experience-case-venture-capital-firms00487nas a2200133   4500008004100000245005800041210005800099260002600157300001200183653003200195100002100227700001800248856008700266       2019                        eng d00aWhole Farm Management From Start Up to Sustainability0 aWhole Farm Management From Start Up to Sustainability  aNorth Adams, MAc2019  a232-24110aStrategy & Entrepreneurship1 aStephenson, Gary1 aNoxel, Sherri  u/biblio/whole-farm-management-start-sustainability02432nas a2200145   4500008004100000245013100041210006900172260000900241520181400250653003202064100001802096700001602114700002702130856012902157       2018                        eng d00aContent, Contribution, and Knowledge Consumption: Uncovering Hidden Topic Structure and Rhetorical Signals in Scientific Texts0 aContent Contribution and Knowledge Consumption Uncovering Hidden  c20183 aKnowledge production and scientific discourse are observable in published scholarly texts. Citations capture knowledge consumption and impact. Drawing from the sociology of science, our theoretical framework posits scientific communities as thought collectives with distinctive thought styles that embed a hidden topic structure and rhetorical signals into a journal鈥檚 published articles. We hypothesize and uncover how an article鈥檚 topic attributes (structure, focus, and newness) and rhetorical attributes (inclusiveness, exclusiveness, tentativeness, and certainty) indicate future knowledge consumption. We empirically test our ideas by applying text mining algorithms to model topics and extract rhetorical signals from 1,646 strategy articles composed of nearly 18 million words generating 172,237 citations over 35 years. We find that strategy articles鈥� hidden topic structure explains 14% of variance in scientific impact. We also show that topic focus and topic newness each independently, directly, and significantly increase impact. As for newness, the first two articles published on a new topic each generate a citation premium of more than 100%, which is higher within the focal thought collective than outside. Importantly, we uncover that the citation premium of newness increases with greater topic focus, which attracts attention, and greater inflow of prior intra-collective knowledge, which enhances absorption. Impact also increases when authors present new topics using a rhetorical style that is more tentative than certain. Overall, our findings demonstrate that topic and rhetorical attributes as constitutive elements of scientific content are independently and interdependently related to the consumption of strategy research across thought collectives in management research.10aStrategy & Entrepreneurship1 aAntons, David1 aJoshi, Amol1 aSalge, Torsten, Oliver  u/biblio/content-contribution-and-knowledge-consumption-uncovering-hidden-topic-structure-and00336nas a2200109   4500008004100000245002300041210002300064260002000087653003200107100002200139856006500161       2018                        eng d00aCustomer Discovery0 aCustomer Discovery  aCorvallisc201810aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/customer-discovery-000334nas a2200109   4500008004100000245002300041210002300064260002000087653003200107100002200139856006300161       2018                        eng d00aCustomer Discovery0 aCustomer Discovery  aCorvallisc201810aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/customer-discovery00584nas a2200157   4500008004100000245007400041210006900115260000900184300000800193653003200201100002200233700001900255700002200274700002300296856010700319       2018                        eng d00aThe Dark Side of Venture Capital Syndication and IPO Firm Performance0 aDark Side of Venture Capital Syndication and IPO Firm Performanc  c2018  a43010aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aChahine, Salim1 aFilatotchev, Igor1 aHosskisson, Robert  u/biblio/dark-side-venture-capital-syndication-and-ipo-firm-performance00671nas a2200193   4500008004100000245006900041210006900110260001800179653003200197100002400229700002200253700001600275700001400291700001100305700001600316700001800332700002100350856010600371       2018                        eng d00aDebates and gaps surrounding research on entrepreneurial passion0 aDebates and gaps surrounding research on entrepreneurial passion  aChicagoc201810aStrategy & Entrepreneurship1 aCardon, Melissa, S.1 aMurnieks, Charles1 aPollack, J.1 aWolfe, M.1 aUy, M.1 aGielnik, M.1 aStevenson, R.1 aMcMullen, J., S.  u/biblio/debates-and-gaps-surrounding-research-entrepreneurial-passion00651nas a2200169   4500008004100000245009800041210006900139260002200208653000800230653002300238653001200261653003200273100001600305700001500321700001700336856012800353       2018                        eng d00aDevelopment of Context-based Indices for Measuring Dynamic and Dualistic Nature of Innovation0 aDevelopment of Contextbased Indices for Measuring Dynamic and Du  aChicago, ILc201810aBIS10aBusiness Analytics10aFinance10aStrategy & Entrepreneurship1 aChen, Jiyao1 aShao, Rong1 aFan, Shaokun  u/biblio/development-context-based-indices-measuring-dynamic-and-dualistic-nature-innovation00544nas a2200145   4500008004100000245008100041210006900122260000900191300001000200490000600210653003200216100002200248700001300270856011500283       2018                        eng d00aEmployee dependence and strategic human capital in IPO of US high-tech firms0 aEmployee dependence and strategic human capital in IPO of US hig  c2018  a111020 v110aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aLiu, Kun  u/biblio/employee-dependence-and-strategic-human-capital-ipo-us-high-tech-firms00575nas a2200133   4500008004100000245009600041210006900137260001800206653003200224100002200256700002400278700001900302856012000321       2018                        eng d00aFeel the burn: The influence of passion on entrepreneurs' subjective well-being and burnout0 aFeel the burn The influence of passion on entrepreneurs subjecti  aIrelandc201810aStrategy & Entrepreneurship1 aMurnieks, Charles1 aCardon, Melissa, S.1 aHaynie, J., M.  u/biblio/feel-burn-influence-passion-entrepreneurs-subjective-well-being-and-burnout02431nas a2200157   4500008004100000245012400041210006900165260000900234300001400243490000700257520180800264653003202072100001602104700002002120856013302140       2018                        eng d00aHow do legal surprises drive organizational attention and case resolution? An analysis of false patent marking lawsuits0 aHow do legal surprises drive organizational attention and case r  c2018  a1741-17610 v473 aLegal surprises are unexpected suits or actions in which plaintiffs rely on claims or precedents that may be obscure, unfamiliar, or unknown to the defendants. Our study explores false patent marking suits, a unique type of patent-related legal surprise involving allegations of defendants marking products with ineligible patent numbers to deceive customers and/or deter competitors. An abrupt shift in U.S. Federal Courts鈥� interpretation of intellectual property rights (IPRs) policy amplified plaintiff incentives for filing these suits while escalating defendant penalties for proven violations. Handling costly legal surprises such as false patent marking suits requires focused attention from managers. Our core premise is that temporal and evidential cues in the timelines and storylines of plaintiffs鈥� legal narratives in surprise suits attract defendants鈥� organizational attention. We hypothesize about temporal focus (past, present, and future) and evidentiary reasoning (relevance, credibility, and inferential power) as attention cues and possible predictors of the mode (litigation or negotiation) and timing of case resolution. We apply automated content analysis to official court records for 992 false patent marking cases (2009-2011) and quantify competing risks using hazard models. We find that differences in temporal focus and evidentiary reasoning in the legal narratives of surprise suits are significant predictors of case resolution mode and timing. We also find that defendants countersuing to redirect plaintiffs鈥� attention is an effective negotiating tactic. We discuss the economic significance and strategic implications of our empirical findings on legal surprises, attention, case resolution mode and timing, and the unintended consequences of IPR policy changes.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aHemmatian, Iman  u/biblio/how-do-legal-surprises-drive-organizational-attention-and-case-resolution-analysis-false00537nas a2200145   4500008004100000245008000041210006900121260000900190300001000199490000900209653003200218100002200250700001800272856010100290       2018                        eng d00aThe Impact of M&A Announcements on Rivals: The Role of Competitive Dynamics0 aImpact of MA Announcements on Rivals The Role of Competitive Dyn  c2018  a182620 v201810aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aFarah, Nusrat  u/biblio/impact-ma-announcements-rivals-role-competitive-dynamics01480nas a2200157   4500008004100000245009800041210006900139260000900208300000900217490000700226520088900233653003201122100001801154700002201172856012801194       2018                        eng d00aThe Influence of Alliance Experience on Acquisition Premiums and Post-acquisition Performance0 aInfluence of Alliance Experience on Acquisition Premiums and Pos  c2018  a1-100 v883 aThis paper examines the influence of acquirers鈥� alliance experience on acquisition outcomes. Specifically, we investigate whether or not acquirers with alliance experience pay higher acquisition premiums and achieve improved post-acquisition performance. We also investigate how the impact of acquirers鈥� alliance experience is contingent on the alliance portfolios of target firms. We find that acquirers with alliance experience pay higher acquisition premiums but lower acquisition premiums when their target firms possess alliance portfolios of greater size or diversity. We also find that such acquirers achieve higher post-acquisition performance when the size of alliance portfolios of target firms is larger. Overall, this study suggests that alliance experience can help acquirers develop organizational knowledge and capabilities, and thus influence acquisition outcomes.10aStrategy & Entrepreneurship1 aCho, Sam, Yul1 aArthurs, Jonathan  u/biblio/influence-alliance-experience-acquisition-premiums-and-post-acquisition-performance00313nas a2200109   4500008004100000245001600041210001600057260002000073653003200093100002200125856005600147       2018                        eng d00aInnovationX0 aInnovationX  aCorvallisc201810aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/innovationx01726nas a2200181   4500008004100000245011300041210006900154260000900223300001200232490000700244520103500251653003201286100002601318700002201344700002601366700001701392856013501409       2018                        eng d00aPassion for Entrepreneurship or Passion for the Product? A Conjoint Analysis of Angel and VC Decision-Making0 aPassion for Entrepreneurship or Passion for the Product A Conjoi  c2018  a315-3320 v333 aPassion is important to venture investors, but what specifically do they want entrepreneurs to be passionate about? This study theorizes that angel investors and venture capitalists consider both entrepreneurs' passion for activities related to the product or service the venture provides (i.e., product passion) and passion for founding and developing new ventures (i.e., entrepreneurial passion). We demonstrate that both types of passion become more appealing when the investor perceives that the entrepreneur is highly open and receptive to feedback, suggesting that openness to feedback mitigates potential concerns associated with passion in its extremes. We further find that venture investors differ in their consideration of passion; angel investors and venture capitalists with more investing experience place greater emphasis on the combination of product passion and openness to feedback, whereas those with more entrepreneurial experience emphasize the combination of entrepreneurial passion and openness to feedback.10aStrategy & Entrepreneurship1 aWarnick, Benjamin, J.1 aMurnieks, Charles1 aMcMullen, Jeffery, S.1 aBrooks, Wade  u/biblio/passion-entrepreneurship-or-passion-product-conjoint-analysis-angel-and-vc-decision-making00553nas a2200121   4500008004100000245009900041210006900140260002000209653003200229100002200261700002200283856012600305       2018                        eng d00aRegulate, take action, and persevere: Why differentiation of self is crucial for entrepreneurs0 aRegulate take action and persevere Why differentiation of self i  aAustraliac201810aStrategy & Entrepreneurship1 aFranklin, Rebecca1 aMurnieks, Charles  u/biblio/regulate-take-action-and-persevere-why-differentiation-self-crucial-entrepreneurs00342nas a2200109   4500008004100000245002700041210002500068260002000093653003200113100002200145856006500167       2018                        eng d00aResearch & InnovationX0 aResearch InnovationX  aCorvallisc201810aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/research-innovationx01537nas a2200169   4500008004100000245008300041210006900124260002200193490000700215520092900222653001501151653003201166100001701198700001801215700002001233856011401253       2018                        eng d00aTax Avoidance, Financial Experts on the Audit Committee, and Business Strategy0 aTax Avoidance Financial Experts on the Audit Committee and Busin  aHoboken, NJc20180 v453 aWe examine whether financial expert audit committee members tailor their approach to overseeing the corporate tax planning process according to the firm's business strategy. We predict and find that such directors encourage defender鈥恡ype firms (characterized partially by high risk aversion) to engage in more tax avoidance activities and prospector鈥恡ype firms (characterized partially by innovation and risk seeking) to scale back on tax avoidance, relative to the opposing strategy type. We also find that both accounting experts and non鈥恆ccounting financial experts on the audit committee contribute to our results to some extent, although the effects of non鈥恆ccounting financial experts present more consistently. Overall, our results suggest that financial experts on the audit committee tend to play more of an advising role for defenders and more of a monitoring role for prospectors, relative to one another.10aAccounting10aStrategy & Entrepreneurship1 aMoore, Jared1 aHsu, Pei, Hui1 aNeubaum, Donald  u/biblio/tax-avoidance-financial-experts-audit-committee-and-business-strategy00492nas a2200109   4500008004100000245007500041210006900116260004100185653003200226100001600258856010800274       2018                        eng d00aUNPACKING AMBICULTURALISM:  A SYNTHESIS APPROACH TO RESTORE HHHUMANITY0 aUNPACKING AMBICULTURALISM A SYNTHESIS APPROACH TO RESTORE HHHUMA  aWuhan University, Wuhan, Chinac201810aStrategy & Entrepreneurship1 aChen, Jiyao  u/biblio/unpacking-ambiculturalism-synthesis-approach-restore-hhhumanity00545nas a2200133   4500008004100000245007400041210006900115260001800184653003200202100002400234700002200258700002500280856010600305       2018                        eng d00aWell-being challenges from dual identities of hybrid entrepreneurship0 aWellbeing challenges from dual identities of hybrid entrepreneur  aIrelandc201810aStrategy & Entrepreneurship1 aCardon, Melissa, S.1 aMurnieks, Charles1 aWinsted, Kathryn, F.  u/biblio/well-being-challenges-dual-identities-hybrid-entrepreneurship00555nas a2200145   4500008004100000245008000041210006900121260000900190300001000199490000900209653003200218100002200250700002600272856011100298       2017                        eng d00aAdjusting Attention to Organizational Routines in Response to Time Pressure0 aAdjusting Attention to Organizational Routines in Response to Ti  c2017  a131790 v201710aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aGerasymenko, Violetta  u/biblio/adjusting-attention-organizational-routines-response-time-pressure00336nas a2200109   4500008004100000245002300041210002300064260002000087653003200107100002200139856006500161       2017                        eng d00aCustomer Discovery0 aCustomer Discovery  aCorvallisc201710aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/customer-discovery-100605nas a2200133   4500008004100000245011400041210006900155260000900224653003200233100002200265700002500287700002300312856013600335       2017                        eng d00aDoes congruence with an entrepreneur social identity encourage positive emotion under environmental dynamism?0 aDoes congruence with an entrepreneur social identity encourage p  c201710aStrategy & Entrepreneurship1 aMurnieks, Charles1 aMcMullen, Jeffrey, S1 aCardon, Melissa, S  u/biblio/does-congruence-entrepreneur-social-identity-encourage-positive-emotion-under-environmental00422nas a2200121   4500008004100000245004500041210004300086260002800129653003200157100001500189700001600204856008000220       2017                        eng d00aA dynamic measure of knowledge evolution0 adynamic measure of knowledge evolution  aAtlanta, Georgia,c201710aStrategy & Entrepreneurship1 aLi, Jiexun1 aChen, Jiyao  u/biblio/dynamic-measure-knowledge-evolution01942nas a2200133   4500008004100000245010300041210006900144260000900213520138200222653003201604100002601636700001701662856012901679       2017                        eng d00aThe Dynamics of Advice-Giving by Venture Capital Firms: Antecedents of Managerial Cognitive Effort0 aDynamics of AdviceGiving by Venture Capital Firms Antecedents of  c20173 aThis study investigates what leads managers to allocate constrained<br>the cognitive effort towards new versus familiar aspects of a business. We<br>explore this question in the context of venture capitalists鈥� (VCs) advice-giving<br>to their portfolio companies on business topics on which they have<br>advised other ventures in the past, versus on topics new to the VC that<br>may be outside their areas of expertise. We use both demand-side<br>(venture-driven) and supply-side (VC-driven) perspectives to build a novel<br>theory about the antecedents of cognitive effort underlying advice-giving.<br>By empirically testing our theory using a novel dataset, we find that both<br>perspectives explain important aspects of advice-giving dynamics for VCs.<br>This supports the idea that VCs, facing dynamic environments and capacity<br>constraints, definitely respond to stimuli from ventures, but also that VCs<br>change their behavior as they accumulate experience in ways that reflect<br>expanding confidence in their ability to add value and concerns about overextension<br>of their efforts, depending on the valence of VC experience. Our<br>findings provide novel insights to the antecedents of cognitive effort and to<br>research on the VC-venture relationship by exploring the dynamics of how<br>these advice-giving relationships evolve over time as VCs gain experience.10aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aEggers, J.P.  u/biblio/dynamics-advice-giving-venture-capital-firms-antecedents-managerial-cognitive-effort01513nas a2200169   4500008004100000245012700041210006900168260000900237300001000246490000700256520084900263653003201112100002501144700001801169700001801187856013801205       2017                        eng d00aExamining alliance portfolios beyond the dyads: The relevance of redundancy and non-uniformity across and between partners0 aExamining alliance portfolios beyond the dyads The relevance of   c2017  a56-730 v283 aIn this research, we unpack how interdependencies affect not just individual dyads but also value creation across an alliance portfolio and ultimately a focal firm鈥檚 performance. Moving beyond the collection of dyadic relationships of individual alliances, we examine more holistically the distribution of power imbalances and mutual dependences within alliance portfolios, as well as the impact of redundancies in portfolio partners鈥� resources. Building on resource dependence theory, we develop and test arguments on a sample of 59 firms in the U.S. passenger airline industry during 1998鈥�2011. We find that nonuniform distributions of power imbalances and mutual dependences within the alliance portfolio as well as redundancy affect firm performance in different ways, which has implications for the management of alliance portfolios.10aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aKarim, Samina1 aLee, Chi-Hyon  u/biblio/examining-alliance-portfolios-beyond-dyads-relevance-redundancy-and-non-uniformity-across-and01695nas a2200157   4500008004100000245014100041210006900182260000900251520102400260653003201284100002301316700002401339700001801363700002201381856013401403       2017                        eng d00aExploring the innovation strategies of young firms: Corporate venture capital and venture capital impact on alliance innovation strategy0 aExploring the innovation strategies of young firms Corporate ven  c20173 aWe investigate how governance structure and power influence alliance exploration strategy. Adopting a real options perspective and the agency view, we suggest that innovation strategies differ based on the firm's governance authority. We find that the motivations of corporate venture capitalist firms, venture capitalists, and firm founders may have an impact on the formation of exploratory alliances among adolescent firms. Using a sample of 122 adolescent firms, we examine the influence that governance structure has on the firm's alliance portfolio and innovation potential. While the influence of corporate venture capitalist firms alone do affect alliance formation strategy, corporate venture-backed firms with founders having high influence (knowledge or ownership in the firm) are more likely to form innovation-focused alliances. In contrast, venture capitalist-backed firms tend to avoid innovation-focused alliances, preferring more exploitive ones, even when founders have high influence within the firm.10aStrategy & Entrepreneurship1 aGalloway, Tera, L.1 aMiller, Douglas, R.1 aSahaym, Arvin1 aArthurs, Jonathan  u/biblio/exploring-innovation-strategies-young-firms-corporate-venture-capital-and-venture-capital00612nas a2200157   4500008004100000245011100041210006900152260000900221300000600230490000700236653003200243100002200275700001600297700001400313856012700327       2017                        eng d00aFOUNDER'S PSYCHOLOGICAL OWNERSHIP AND ITS IMPACT ON NEW VENTURE GROWTH AND PERFORMANCE (INTERACTIVE PAPER)0 aFOUNDERS PSYCHOLOGICAL OWNERSHIP AND ITS IMPACT ON NEW VENTURE G  c2017  a90 v3710aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aLee, Gilsoo1 aYi, Green  u/biblio/founders-psychological-ownership-and-its-impact-new-venture-growth-and-performance00542nas a2200133   4500008004100000245007400041210006900115260002100184653003200205100001600237700002000253700002500273856011000298       2017                        eng d00aGlass Ceiling Effects for Minority and Women Technology Entrepreneurs0 aGlass Ceiling Effects for Minority and Women Technology Entrepre  aNewark, NJc201710aStrategy & Entrepreneurship1 aJoshi, Amol1 aInouye, Todd, M1 aRobinson, Jeffrey, A  u/biblio/glass-ceiling-effects-minority-and-women-technology-entrepreneurs01356nas a2200157   4500008004100000245013500041210006900176260000900245300001400254490000700268520071500275653003200990100001801022700002001040856013801060       2017                        eng d00aHorizon Problem and Firm Innovation: The Influence of CEO Career Horizon, Exploitation and Exploration on Breakthrough Innovations0 aHorizon Problem and Firm Innovation The Influence of CEO Career   c2017  a1801-18090 v463 aBuilding on labor market evaluations and legacy conservation motivation perspectives, we propose a mechanism to explain the relationship between CEO career horizons and breakthrough innovations. Using 10-year panel data from 681 U.S. firms, we find that firms that have a CEO with a short career horizon (measured by CEO age) tend to produce fewer breakthrough innovations. We also find that the relationship between CEO career horizon and breakthrough innovation is partially mediated by R&D spending, and also moderated by organizational learning behavior (exploration vs. exploitation). This study highlights how a CEO鈥檚 motivation to protect success in the short term affects the firm鈥檚 innovativeness.10aStrategy & Entrepreneurship1 aCho, Sam, Yul1 aKim, Sang, Kyun  u/biblio/horizon-problem-and-firm-innovation-influence-ceo-career-horizon-exploitation-and-exploration01735nas a2200169   4500008004100000245017200041210006900213260000900282300009600291490000700387520095000394653003201344100001601376700002001392700002501412856012801437       2017                        eng d00aHow does agency workforce diversity influence Federal R&D funding of minority and women technology entrepreneurs? An analysis of the SBIR and STTR programs, 2001聳20110 aHow does agency workforce diversity influence Federal RD funding  c2017  a499-519 (Winner of the Best Paper Prize for the Special Issue on Minority Entrepreneurship)0 v503 aU.S. Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs provide Federal research and development (R&D) grants to technology ventures. We explore how grantor demographic diversity explains why demographically diverse grantees experience different odds for successfully transitioning from initial to follow-on R&D grants. We empirically analyze 52,126 Phase I SBIR/STTR awards granted by 11 Federal agencies (2001-2011). We find a positive association between agency workforce diversity and Phase II funding for Phase I grantees, but minority and women technology entrepreneurs are less likely to receive this funding than their non-minority and male counterparts. Agencies valuing workforce ethnic diversity or leveraging gender homophily positively influence the likelihood of women technology entrepreneurs obtaining Phase II funding. We discuss evidence-based implications for policy and practice.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aInouye, Todd, M1 aRobinson, Jeffrey, A  u/biblio/how-does-agency-workforce-diversity-influence-federal-rd-funding-minority-and-women00661nas a2200157   4500008004100000245011700041210006900158260002200227653003200249100002200281700001800303700001600321700002000337700001600357856013000373       2017                        eng d00aThe Impact of Bankruptcy on Competitors: How Technology Overlap and Diversification Affect Value Redistribution.0 aImpact of Bankruptcy on Competitors How Technology Overlap and D  aAtlanta, GAc201710aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aCho, Sam, Yul1 aChoi, Yohan1 aHemmatian, Iman1 aJoshi, Amol  u/biblio/impact-bankruptcy-competitors-how-technology-overlap-and-diversification-affect-value01576nas a2200169   4500008004100000245010200041210006900143260000900212520092600221653003201147100002201179700001801201700001601219700002001235700001601255856013501271       2017                        eng d00aImpact of Bankruptcy on Rivals: How Tech Overlap and Diversification Affects Value Redistribution0 aImpact of Bankruptcy on Rivals How Tech Overlap and Diversificat  c20173 aPrior research on bankruptcy proposes two potential outcomes for a bankrupt firm鈥檚 industry rivals: a contagion effect wherein rivals鈥� stock prices decline, and a competitive effect wherein rivals benefit from a competitor鈥檚 decline. Although empirical evidence substantiates the contagion effect, existing studies do not consistently account for the competitive effect. We develop and test theory explaining how the degree of technology overlap and diversification strategy of competitors influences the severity of the contagion effect and the expected occurrence of the competitive effect among rivals. We find that greater technology overlap among a bankrupt firm and its competitors exacerbates the contagion effect. Furthermore, competitors with higher unrelated diversification are more susceptible to contagion, while competitors with higher related diversification benefit more from a rival鈥檚 bankruptcy.10aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aCho, Sam, Yul1 aChoi, Yohan1 aHemmatian, Iman1 aJoshi, Amol  u/biblio/impact-bankruptcy-rivals-how-tech-overlap-and-diversification-affects-value-redistribution00562nas a2200157   4500008004100000245007100041210006900112260000900181300001000190490000600200653003200206100002400238700002100262700002200283856009900305       2017                        eng d00aPassion for what? Expanding the domains of entrepreneurial passion0 aPassion for what Expanding the domains of entrepreneurial passio  c2017  a24-320 v810aStrategy & Entrepreneurship1 aCardon, Melissa, S.1 aGlauser, Michael1 aMurnieks, Charles  u/biblio/passion-what-expanding-domains-entrepreneurial-passion01217nas a2200157   4500008004100000245007300041210006900114260000900183520064100192653003200833100002000865700002800885700001800913700002200931856010600953       2017                        eng d00aStewardship Climate Scale: An Assessment of Reliability and Validity0 aStewardship Climate Scale An Assessment of Reliability and Valid  c20173 aWhile stewardship theory is often used to explain family business outcomes, no prior empirical study has used a validated measure of stewardship. We, therefore, surveyed 846 managers and subordinates from 221 family- and non-family firms in the US and Australia to develop a reliable and valid stewardship climate scale. We found family firms have a stronger stewardship climate and the relationship between stewardship climate and performance is mediated by innovativeness, and the effects of stewardship are stronger in family firms, confirming the value of stewardship theory, and our scale, when explaining family business outcomes.10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aThomas, Christopher, H.1 aDibrell, Clay1 aCraig, Justin, B.  u/biblio/stewardship-climate-scale-assessment-reliability-and-validity00584nas a2200133   4500008004100000245010800041210006900149260002200218653003200240100001200272700001500284700001600299856013500315       2016                        eng d00aCompetitive Actions and Responses in a Group-based Market: The Interplay of Competition and Cooperation0 aCompetitive Actions and Responses in a Groupbased Market The Int  aRome, Italyc201610aStrategy & Entrepreneurship1 aWu, Jie1 aLi, JiaTao1 aChen, Jiyao  u/biblio/competitive-actions-and-responses-group-based-market-interplay-competition-and-cooperation00336nas a2200109   4500008004100000245002300041210002300064260002000087653003200107100002200139856006500161       2016                        eng d00aCustomer Discovery0 aCustomer Discovery  aCorvallisc201610aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/customer-discovery-200675nas a2200181   4500008004100000245010100041210006900142260000900211300001200220490000700232653003200239100002200271700002400293700001900317700001800336700001700354856012200371       2016                        eng d00aDrawn to the Fire: The role of passion, tenacity and inspirational leadership in angel investing0 aDrawn to the Fire The role of passion tenacity and inspirational  c2016  a468-4840 v3110aStrategy & Entrepreneurship1 aMurnieks, Charles1 aCardon, Melissa, S.1 aSudek, Richard1 aWhite, Daniel1 aBrooks, Wade  u/biblio/drawn-fire-role-passion-tenacity-and-inspirational-leadership-angel-investing00613nas a2200157   4500008004100000245009400041210006900135260000900204300001200213490000700225653003200232100001800264700002500282700001800307856013000325       2016                        eng d00aGrouping interdependent tasks: Using spectral graph partitioning to study complex systems0 aGrouping interdependent tasks Using spectral graph partitioning   c2016  a177-1910 v3710aStrategy & Entrepreneurship1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/grouping-interdependent-tasks-using-spectral-graph-partitioning-study-complex-systems00543nas a2200109   4500008004100000245011300041210006900154260002400223653003200247100002000279856013400299       2016                        eng d00aHow Do I Publish Quality Research in Family Business? Workshop on Best Practices in Family Business Research0 aHow Do I Publish Quality Research in Family Business Workshop on  aSan Diego, CAc201610aStrategy & Entrepreneurship1 aNeubaum, Donald  u/biblio/how-do-i-publish-quality-research-family-business-workshop-best-practices-family-business00580nas a2200133   4500008004100000245009500041210006900136260002300205653003200228100002200260700002200282700002000304856012200324       2016                        eng d00aHow Entrepreneurs Cope with Exhaustion: The Influence of Physical Activity and Mindfulness0 aHow Entrepreneurs Cope with Exhaustion The Influence of Physical  aBodo, Norwayc201610aStrategy & Entrepreneurship1 aMurnieks, Charles1 aArthurs, Jonathan1 aHaynie, Michael  u/biblio/how-entrepreneurs-cope-exhaustion-influence-physical-activity-and-mindfulness00699nas a2200181   4500008004100000245011500041210006900156260000900225300001400234490000700248653003200255100001500287700001500302700002200317700002000339700002100359856013700380       2016                        eng d00aMeasurement and Structural Invariance of Entrepreneurial Investment Climate: A Cross-Country Scale Development0 aMeasurement and Structural Invariance of Entrepreneurial Investm  c2016  a1053-10650 v2510aStrategy & Entrepreneurship1 aNam, Daeil1 aKim, Juhee1 aArthurs, Jonathan1 aSosik, John, J.1 aCullen, John, B.  u/biblio/measurement-and-structural-invariance-entrepreneurial-investment-climate-cross-country-scale01480nas a2200181   4500008004100000245014900041210006900190260000900259300001400268490000700282520076600289653003201055100001801087700001801105700002001123700001801143856013701161       2016                        eng d00aMixed Blessings: How Top Management Team Heterogeneity and Governance Structure Influence the Use of Corporate Venture Capital by Post-IPO Firms0 aMixed Blessings How Top Management Team Heterogeneity and Govern  c2016  a1208-12180 v693 aThis study examines the role of the top management team (TMT) and governance structures in the use of corporate venture capital (CVC) in firms that have recently undergone an initial public offering (IPO). The study is unique in that it sheds light on governance-related antecedents of strategic decision making in such firms. We integrate the insights of behavioral agency and upper echelon perspectives to develop our hypotheses. Our results show that in the presence of non-duality, a negative curvilinear relationship exists between TMT heterogeneity and the use of CVC. We also find that TMT heterogeneity and ownership motivate the use of CVC but only up to a certain threshold. Our findings contribute to the literatures of entrepreneurship and strategy.10aStrategy & Entrepreneurship1 aSahaym, Arvin1 aCho, Sam, Yul1 aKim, Sang, Kyun1 aMousa, Fariss  u/biblio/mixed-blessings-how-top-management-team-heterogeneity-and-governance-structure-influence-use00353nas a2200109   4500008004100000245002800041210002800069260002400097653003200121100002200153856006800175       2016                        eng d00aPassion and Mindfulness0 aPassion and Mindfulness  aSalem, 麻豆传媒高清c201610aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/passion-and-mindfulness00705nas a2200181   4500008004100000245010700041210006900148260000900217300001400226490000700240653003200247100001800279700002200297700002400319700002400343700002000367856013600387       2016                        eng d00aPerformance Deviations and Acquisition Premiums: The Impact of CEO Celebrity on Managerial Risk-Taking0 aPerformance Deviations and Acquisition Premiums The Impact of CE  c2016  a2677-26940 v3710aStrategy & Entrepreneurship1 aCho, Sam, Yul1 aArthurs, Jonathan1 aTownsend, David, M.1 aMiller, Douglas, R.1 aBarden, Jeffrey  u/biblio/performance-deviations-and-acquisition-premiums-impact-ceo-celebrity-managerial-risk-taking00645nas a2200157   4500008004100000245013000041210006900171260000900240300000900249490000700258653001500265653003200280100001900312700002000331856013600351       2016                        eng d00aResearch on the dark side of personality traits in entrepreneurship: Observations from an organizational behavior perspective0 aResearch on the dark side of personality traits in entrepreneurs  c2016  a7-170 v4010aManagement10aStrategy & Entrepreneurship1 aKlotz, Anthony1 aNeubaum, Donald  u/biblio/research-dark-side-personality-traits-entrepreneurship-observations-organizational-behavior00612nas a2200157   4500008004100000245009600041210006900137260000900206300001400215490000700229653003200236100002600268700001800294700002100312856012100333       2016                        eng d00aTaking a Second Look in a Warped Crystal Ball: Explaining the Accuracy of Revised Forecasts0 aTaking a Second Look in a Warped Crystal Ball Explaining the Acc  c2016  a1292-13190 v5310aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aCoff, Russell1 aDurand, Rodolphe  u/biblio/taking-second-look-warped-crystal-ball-explaining-accuracy-revised-forecasts00547nas a2200157   4500008004100000245006200041210006100103260000900164653003200173100002200205700002000227700001900247700001800266700001700284856008800301       2015                        eng d00aAttracted by Fire: The role of passion in angel investing0 aAttracted by Fire The role of passion in angel investing  c201510aStrategy & Entrepreneurship1 aMurnieks, Charles1 aCardon, Melissa1 aSudek, Richard1 aWhite, Daniel1 aBrooks, Wade  u/biblio/attracted-fire-role-passion-angel-investing00609nas a2200157   4500008004100000245010500041210006900146260000900215300001100224490000700235653003200242100001400274700001300288700002200301856012800323       2015                        eng d00aBeyond affective valence: Untangling valence and activation influences on opportunity identification0 aBeyond affective valence Untangling valence and activation influ  c2015  a407-310 v3910aStrategy & Entrepreneurship1 aFoo, M, D1 aUy, M, A1 aMurnieks, Charles  u/biblio/beyond-affective-valence-untangling-valence-and-activation-influences-opportunity-000629nas a2200133   4500008004100000245017200041210006900213260000900282653000800291653003200299100001700331700001500348856013200363       2015                        eng d00aBridging the Social Chasm in Geographically Distributed R&D Teams: The Moderating Effects of Relational Strength and Status Asymmetry on the Novelty of Team Innovation0 aBridging the Social Chasm in Geographically Distributed RD Teams  c201510aMBA10aStrategy & Entrepreneurship1 aVestal, Alex1 aTzabbar, D  u/biblio/bridging-social-chasm-geographically-distributed-rd-teams-moderating-effects-relational01282nas a2200169   4500008004100000245011600041210006900157260000900226300001600235490000600251520062000257653003200877100002600909700002000935700002400955856013300979       2015                        eng d00aChanging the Business Model: Effects of Venture Capital Firms and Outside CEOs on Portfolio Company Performance0 aChanging the Business Model Effects of Venture Capital Firms and  c2015  apages 79-980 v93 aThis study extends extant research on business model change by examining the impact of venture capital firms (VCFs) on the performance of young ventures that have substantially changed their business model. The analysis, using a unique dataset of 163 venture capital-backed portfolio companies (PFCs), reveals a positive relationship between the scope of VCF involvement and PFC performance. Furthermore, the VCFs鈥� experience with business model change and the recruitment of an outside CEO to the PFC both increase the positive impact of VCF involvement. These findings have implications for theory and practice.10aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aDe Clercq, Dirk1 aSapienza, Harry, J.  u/biblio/changing-business-model-effects-venture-capital-firms-and-outside-ceos-portfolio-company00454nas a2200109   4500008004100000245006800041210006700109260002400176653003200200100002200232856009000254       2015                        eng d00aDrawn to the Fire: The Role of Passion in New Venture Investing0 aDrawn to the Fire The Role of Passion in New Venture Investing  aUnited Statesc201510aStrategy & Entrepreneurship1 aMurnieks, Charles  u/biblio/drawn-fire-role-passion-new-venture-investing00662nas a2200169   4500008004100000245013000041210006900171260000900240300001000249490000700259653000800266653003200274100001500306700002000321700002100341856013000362       2015                        eng d00aThe Effect of Virtuous and Entrepreneurial Orientations on Microfinance Lending and Repayment: A Signaling Theory Perspective0 aEffect of Virtuous and Entrepreneurial Orientations on Microfina  c2015  a27-520 v3910aMBA10aStrategy & Entrepreneurship1 aMoss, Todd1 aNeubaum, Donald1 aMeyskens, Moriah  u/biblio/effect-virtuous-and-entrepreneurial-orientations-microfinance-lending-and-repayment-001367nas a2200133   4500008004100000245010400041210006900145260000900214520080000223653003201023100002401055700002001079856013401099       2015                        eng d00aEntrepreneurs' start-up versus persistence decisions: A critical evaluation of expectancy and value0 aEntrepreneurs startup versus persistence decisions A critical ev  c20153 aResearch suggests that entrepreneurs tend to seek to maximize utility when considering whether to pursue a new venture opportunity. However, when choosing whether to persist with their current venture or not, utility maximization may not be of primary importance to entrepreneurs. Using a conjoint experiment, we examine the difference between entrepreneurs鈥� decision policies in start-up decisions versus persistence decisions. The analysis of the decisions of 135 entrepreneurs indicates that the way that entrepreneurs use expectancy and value in persistence decision policies is significantly different than the way that they use expectancy and value in general opportunity pursuit decision policies. The results provide interesting insights in the entrepreneurial decision-making process.10aStrategy & Entrepreneurship1 aHolland, Daniel, V.1 aGarrett, Robert  u/biblio/entrepreneurs-start-versus-persistence-decisions-critical-evaluation-expectancy-and-value00522nas a2200133   4500008004100000245007400041210006900115260000900184653003200193100001800225700002200243700001800265856010500283       2015                        eng d00aFeeling and Thinking: The Role of Affect in Entrepreneurial Cognition0 aFeeling and Thinking The Role of Affect in Entrepreneurial Cogni  c201510aStrategy & Entrepreneurship1 aDer Foo, Maw-1 aMurnieks, Charles1 aChan, Elsa, T  u/biblio/feeling-and-thinking-role-affect-entrepreneurial-cognition-000535nas a2200145   4500008004100000245007100041210006900112260000900181300001200190490000700202653003200209100001600241700002500257856010700282       2015                        eng d00aInnovation: Integration of Random Variation and Creative Synthesis0 aInnovation Integration of Random Variation and Creative Synthesi  c2015  a461-4640 v4010aStrategy & Entrepreneurship1 aChen, Jiyao1 aAdamson, Christopher  u/biblio/innovation-integration-random-variation-and-creative-synthesis00657nas a2200157   4500008004100000245015800041210006900199260000900268300001200277490000700289653003200296100001900328700001600347700001200363856012400375       2015                        eng d00aInnovation Performance in New Product Development Teams in China's Emerging Market: The Role of Behavioral Integration Dimensions and Collective Efficacy0 aInnovation Performance in New Product Development Teams in China  c2015  a29鈥�440 v3210aStrategy & Entrepreneurship1 aLiu, Jingjiang1 aChen, Jiyao1 aTao, Yi  uhttp://onlinelibrary.wiley.com/doi/10.1111/jpim.12177/abstract?deniedAccessCustomisedMessage=&userIsAuthenticated=false00573nas a2200133   4500008004100000245010200041210006900143260000900212300001600221653003200237100002000269700002300289856012700312       2015                        eng d00aInternal Corporate Venture Operations Independence and Performance: A Knowledge-Based Perspective0 aInternal Corporate Venture Operations Independence and Performan  c2015  aForthcoming10aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, Jeffrey, G.  u/biblio/internal-corporate-venture-operations-independence-and-performance-knowledge-based00676nas a2200169   4500008004100000245012900041210006900170260000900239300001000248490000700258653003200265100001900297700001800316700001600334700002200350856013400372       2015                        eng d00aIt's All Good: Corporate Social Responsibility Promotes Positive Responses to Service Failures among Value-Aligned Customers0 aIts All Good Corporate Social Responsibility Promotes Positive R  c2015  a32-490 v3410aStrategy & Entrepreneurship1 aJoireman, Jeff1 aSmith, Dustin1 aLiu, Richie1 aArthurs, Jonathan  u/biblio/its-all-good-corporate-social-responsibility-promotes-positive-responses-service-failures01314nas a2200181   4500008004100000245011200041210006900153260000900222300001400231490000700245520064600252653001500898653003200913100001800945700001800963700002000981856013101001       2015                        eng d00aLinking the formal strategic planning process, planning flexibility, and innovativeness to firm performance0 aLinking the formal strategic planning process planning flexibili  c2015  a2000-20070 v673 aWe explore how formal strategic planning processes, adaptive capabilities, and innovativeness are associated with firm financial performance in a multi-industry sample (N = 448). Our results suggest both formal strategic planning processes and adaptive capabilities are positively associated with innovativeness. In addition, we find innovativeness fully mediates the relationships from formal strategic planning and adaptive capabilities to firm financial performance. This implies that organizations that concurrently act and react will be in a more advantageous competitive position than those unable to master this paradoxical conundrum.10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/linking-formal-strategic-planning-process-planning-flexibility-and-innovativeness-firm00590nas a2200157   4500008004100000245008400041210006900125260000900194300001400203490000700217653003200224100002400256700001600280700001900296856011700315       2015                        eng d00aManagement Innovation and Firm Performance: An Integration of Research Findings0 aManagement Innovation and Firm Performance An Integration of Res  c2015  a407鈥�4220 v3310aStrategy & Entrepreneurship1 aWalker, Richard, M.1 aChen, Jiyao1 aAravind, Deepa  u/biblio/management-innovation-and-firm-performance-integration-research-findings00496nas a2200133   4500008004100000245005400041210005300095260003100148653003200179100001600211700002300227700001900250856009300269       2015                        eng d00aPublic Sector Innovation: Typology and Validation0 aPublic Sector Innovation Typology and Validation  aVancouver, BC Canadac201510aStrategy & Entrepreneurship1 aChen, Jiyao1 aWalker, Richard, R1 aSawhney, Mohan  u/biblio/public-sector-innovation-typology-and-validation00619nas a2200169   4500008004100000245013400041210006900175260000900244300001200253490001000265653003200275100001600307700002000323700002000343700001500363856007100378       2015                        eng d00aThe Relationship between Team Autonomy and New Product Development Performance under Different Levels of Technological Turbulence0 aRelationship between Team Autonomy and New Product Development P  c2015  a83鈥�960 v33-3410aStrategy & Entrepreneurship1 aChen, Jiyao1 aNeubaum, Donald1 aReilly, Richard1 aLynn, Gary  uhttp://www.sciencedirect.com/science/article/pii/S027269631400069200486nas a2200157   4500008004100000245004700041210004300088260000900131300001000140490000700150653003200157100002200189700001900211700002100230856007700251       2015                        eng d00aThe role of personality in angel investing0 arole of personality in angel investing  c2015  a19-310 v1610aStrategy & Entrepreneurship1 aMurnieks, Charles1 aSudek, Richard1 aWiltbank, Robert  u/biblio/role-personality-angel-investing00615nas a2200133   4500008004100000245014600041210006900187260000900256490000700265653003200272100002600304700001700330856013400347       2015                        eng d00aWhat Makes Venture Capitalists Look Beyond Common Practices? Re-examination Of Organizational Antecedents Through The Behavioral Theory Lens.0 aWhat Makes Venture Capitalists Look Beyond Common Practices Reex  c20150 v3510aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aEggers, J.P.  u/biblio/what-makes-venture-capitalists-look-beyond-common-practices-re-examination-organizational00485nas a2200133   4500008004100000245005900041210005900100260000900159300001200168653003200180100002200212700002100234856009600255       2014                        eng d00aCognition and capabilities in entrepreneurial ventures0 aCognition and capabilities in entrepreneurial ventures  c2014  a163-18210aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aBusenitz, Lowell  u/biblio/cognition-and-capabilities-entrepreneurial-ventures00462nas a2200109   4500008004100000245006700041210006500108260003000173653003200203100001800235856009900253       2014                        eng d00aFamily Business Succession:  Planning for a Productive Outcome0 aFamily Business Succession Planning for a Productive Outcome  aWilsonville, 麻豆传媒高清c201410aStrategy & Entrepreneurship1 aNoxel, Sherri  u/biblio/family-business-succession-planning-productive-outcome00600nas a2200145   4500008004100000245010600041210006900147260000900216300001200225490000700237653003200244100002500276700002000301856013300321       2014                        eng d00aThe influences of capital market munificence on new-venture alliance formation in emerging industries0 ainfluences of capital market munificence on newventure alliance   c2014  a225-2430 v1210aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBarden, Jeffrey  u/biblio/influences-capital-market-munificence-new-venture-alliance-formation-emerging-industries00625nas a2200169   4500008004100000245009400041210006900135260000900204300001400213490000700227653003200234100001200266700002200278700001200300700001400312856012900326       2014                        eng d00aInformation diffusion and value redistribution among transaction partners of the IPO firm0 aInformation diffusion and value redistribution among transaction  c2014  a1717-17260 v3510aStrategy & Entrepreneurship1 aLiu, K.1 aArthurs, Jonathan1 aNam, D.1 aMousa, F.  u/biblio/information-diffusion-and-value-redistribution-among-transaction-partners-ipo-firm-000842nas a2200133   4500008004100000245002200041210002200063260002100085300000600106520048600112653003200598100001600630856006200646       2014                        eng d00aInnovation Policy0 aInnovation Policy  aLondon, UKc2014  a53 aThis entry outlines the concept of innovation policy in the domain of strategic management. First, an overview of the history, goals and underlying principles of innovation policy is presented. Next, the primary functions and possible means of implementing innovation policy are described with an emphasis on theoretical foundations. Finally, the evaluation of innovation policy outcomes, including the intended and unintended consequences of policy changes, are briefly discussed.10aStrategy & Entrepreneurship1 aJoshi, Amol  u/biblio/innovation-policy02096nas a2200157   4500008004100000245008300041210006900124260000900193300001200202490000700214520153000221653003201751100001601783700002001799856011901819       2014                        eng d00aLanguage friction and partner selection in cross-border R&D alliance formation0 aLanguage friction and partner selection in crossborder RD allian  c2014  a123-1520 v463 aHow does language friction affect alliance formation? Language friction is a form of cultural friction arising from structural differences in the respective languages used by potential partners to reason and solve problems together. A little language friction may prompt partners to rethink solutions, thereby enhancing collaboration, but excessive friction may impede collaboration. We develop a Language Friction Index (LFI) to quantify relative differences in linguistic structure for any language pair. Utilizing a unique data set of semiconductor design activities (1988鈥�2001), our empirical analysis finds an inverted U-shaped relationship between partners鈥� LFI and the likelihood of cross-border research and development (R&D) alliance formation. This relationship is further moderated by prior ties and technological distance. Our findings have several important implications, including: (1) language differences are a measurable and discernible source of cultural friction; (2) the effects of language friction are economically significant and strategically consequential; (3) certain aspects of language friction occur independent of language proficiency and persist despite the use of lingua franca to reduce language barriers; (4) linguistic diversity is an indirect marker of cognitive diversity, which is useful in boosting creativity, especially in first-time collaborations; (5) beyond R&D alliances, language friction may also influence other types of strategic interactions and organizational processes.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aLahiri, Nandini  u/biblio/language-friction-and-partner-selection-cross-border-rd-alliance-formation00625nas a2200157   4500008004100000245010300041210006900144260000900213300001400222490000700236653003200243100001500275700002500290700002200315856013000337       2014                        eng d00aLooking attractive until you sell: Earnings management, lockup expiration, and venture capitalists0 aLooking attractive until you sell Earnings management lockup exp  c2014  a1286-13100 v5110aStrategy & Entrepreneurship1 aNam, Daeil1 aPark, Haemin, Dennis1 aArthurs, Jonathan  u/biblio/looking-attractive-until-you-sell-earnings-management-lockup-expiration-and-venture-000638nas a2200145   4500008004100000245010900041210006900150260002600219653003200245100002400277700002300301700001600324700001900340856013300359       2014                        eng d00aManagerial Innovation and Firm Performance: Evidence from Quantitative Integrations of Research Findings0 aManagerial Innovation and Firm Performance Evidence from Quantit  aPhiladelphia PAc201410aStrategy & Entrepreneurship1 aDamanpour, Fariborz1 aWalker, Richard, M1 aChen, Jiyao1 aAravind, Deepa  u/biblio/managerial-innovation-and-firm-performance-evidence-quantitative-integrations-research-001326nas a2200157   4500008004100000245013500041210006900176260001800245300001800263490000700281520066200288653003200950100002600982700002201008856013801030       2014                        eng d00aNew insights into venture capitalists' activity: IPO and time-to-exit forecast as antecedents of their post-investment involvement0 aNew insights into venture capitalists activity IPO and timetoexi  aElsvierc2014  apages 405-4200 v293 aWe examine how VCFs' forecast of an IPO exit affects their breadth of advising and the likelihood<br>of founder鈥揅EO replacement shortly after they invest in a new venture. Moreover, we examine<br>how the expected time-to-exit moderates these relationships. Our findings show that the<br>likelihood of founder鈥揅EO replacement upon receiving venture capital funding is significantly<br>greater if a VCF perceives this company as a potential IPO as opposed to a trade sale, and this<br>likelihood increases if the forecasted time-to-exit is short. We also illustrate how the breadth of<br>advice varies as a function of the forecasted IPO and time-to-exit.10aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aArthurs, Jonathan  u/biblio/new-insights-venture-capitalists-activity-ipo-and-time-exit-forecast-antecedents-their-post-000631nas a2200133   4500008004100000245013400041210006900175260002600244653003200270100002200302700001600324700002000340856013700360       2014                        eng d00aOrganizational Resilience Following Periods of Crisis: How Family Control and Firm Age Influence Change in Emphasis on Innovation0 aOrganizational Resilience Following Periods of Crisis How Family  aAlberta, Canadac201410aStrategy & Entrepreneurship1 aZachary, Miles, A1 aPayne, Tyge1 aNeubaum, Donald  u/biblio/organizational-resilience-following-periods-crisis-how-family-control-and-firm-age-influence00601nas a2200157   4500008004100000245008700041210006900128260000900197300001400206490000700220653003200227100002200259700002100281700001700302856012400319       2014                        eng d00aPathways of passion: Identity centrality, passion and behavior among entrepreneurs0 aPathways of passion Identity centrality passion and behavior amo  c2014  a1586-16060 v4010aStrategy & Entrepreneurship1 aMurnieks, Charles1 aMosakowski, E, M1 aCardon, M, S  u/biblio/pathways-passion-identity-centrality-passion-and-behavior-among-entrepreneurs-001275nas a2200133   4500008004100000245009200041210006900133260000900202520074200211653003200953100001600985700002001001856012001021       2014                        eng d00aThe Power of Words: How, Why, and When Do Language Barriers Affect Alliance Formation?"0 aPower of Words How Why and When Do Language Barriers Affect Alli  c20143 aWe extend previous research on language issues within firms by examining the strategic consequences of language barriers between firms. We elaborate underlying mechanisms of how, why, and when language differences matter in the selection of cross- border R&D partners. We develop a language distance construct which captures relative differences in linguistic structure for any language pair. We hypothesize and find situations in which language differences help, rather than hinder alliance formation. Our empirical results suggest an inverted U-shaped relationship between language distance and the likelihood of alliance formation. This relationship is further moderated by potential partners鈥� prior ties and technological distance.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aLahiri, Nandini  u/biblio/power-words-how-why-and-when-do-language-barriers-affect-alliance-formation00575nas a2200121   4500008004100000245012300041210006900164260002700233653000800260653003200268100001700300856013600317       2014                        eng d00aRealizing the potential of geographically distributed R&D: Location, team networks, and the quality of team innovation0 aRealizing the potential of geographically distributed RD Locatio  aPhiladelphia, PAc201410aMBA10aStrategy & Entrepreneurship1 aVestal, Alex  u/biblio/realizing-potential-geographically-distributed-rd-location-team-networks-and-quality-team-000524nas a2200157   4500008004100000245009700041210006900138260000900207300001200216490000600228653001400234653003200248100001700280700002000297856004900317       2014                        eng d00aThe Role of Cognitive Appraisal and Emotions of Family Members in the Family Business System0 aRole of Cognitive Appraisal and Emotions of Family Members in th  c2014  a323-3330 v510aMarketing10aStrategy & Entrepreneurship1 aBee, Colleen1 aNeubaum, Donald  uhttp://dx.doi.org/10.1016/j.jfbs.2013.12.00100546nas a2200121   4500008004100000245010200041210006900143260000900212653003200221100002600253700001700279856012800296       2014                        eng d00aShifting focus: sources of managerial attention to new activities in the venture capital industry0 aShifting focus sources of managerial attention to new activities  c201410aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aEggers, J.P.  u/biblio/shifting-focus-sources-managerial-attention-new-activities-venture-capital-industry00538nas a2200181   4500008004100000245004300041210004300084260000900127300001200136490000700148653001500155653003200170100002000202700001800222700002000240700001800260856007800278       2014                        eng d00aSocial Issues in the Family Enterprise0 aSocial Issues in the Family Enterprise  c2014  a193-2050 v2710aManagement10aStrategy & Entrepreneurship1 aVan Gils, Anita1 aDibrell, Clay1 aNeubaum, Donald1 aCraig, Justin  u/biblio/social-issues-family-enterprise-000596nas a2200145   4500008004100000245010000041210006900141260000900210300001400219490000700233653003200240100002500272700001800297856013500315       2014                        eng d00aUnpacking functional alliance portfolios: How signals of viability affect young firms' outcomes0 aUnpacking functional alliance portfolios How signals of viabilit  c2014  a1364-13850 v3510aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/unpacking-functional-alliance-portfolios-how-signals-viability-affect-young-firms-outcomes00503nas a2200109   4500008004100000245008500041210006900126260002600195653003200221100002000253856012000273       2014                        eng d00aWhat Can Social Entrepreneurship Researchers Learn From Family Business Scholars0 aWhat Can Social Entrepreneurship Researchers Learn From Family B  aPhildelphia, PAc201410aStrategy & Entrepreneurship1 aNeubaum, Donald  u/biblio/what-can-social-entrepreneurship-researchers-learn-family-business-scholars02234nas a2200145   4500008004100000245010000041210006900141260000900210520164300219653003201862100001601894700001701910700002501927856013601952       2014                        eng d00aWhich Technologies are Included in Patent Pools? How Market and Social Factors Impact Selection0 aWhich Technologies are Included in Patent Pools How Market and S  c20143 aPatent pools are a unique form of research and development (R&D) consortium in which licensor firms (technology sellers) bundle together essential patents for licensing out to each other and to third-party licensee firms (technology buyers). Over the last hundred years, governments rarely approved patent pools because of concerns about excessive or inappropriate knowledge sharing among participating firms and the possibility of anti-competitive activity. However, in recent years, regulatory authorities in the United States and Europe enacted policy changes and sanctioned the formation of patent pools in a variety of industries that are economically and technologically important. In this study, we utilize the formation of patent pools as a natural experiment for testing a much debated proposition in organizational research 鈥撯�撯�� market-based versus network- based explanations for technology selection by firms. For the patents which technology sellers seek to license out to technology buyers, we posit that both the market value of the invention and the network position of the inventor impact the selection of patents for bundling in a patent pool. We conduct empirical analyses utilizing data from multiple patent pools formed within the same timeframe and within the same industry (optical discs). We find that market and network factors reinforce, rather than counteract each other in driving which patents are deemed essential and bundled together in a pool. Our findings have strategic implications for firm-level innovation by technology sellers and buyers as well as policy implications for government regulators.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aNerkar, Atul1 aMallapragada, Girish  u/biblio/which-technologies-are-included-patent-pools-how-market-and-social-factors-impact-selection00621nas a2200181   4500008004100000245008500041210006900126260000900195300001200204490000700216653000800223653003200231100001500263700001500278700001200293710001800305856011600323       2013                        eng d00aEntrepreneurial processes in social contexts: how are they different, if at all?0 aEntrepreneurial processes in social contexts how are they differ  c2013  a761-7830 v4010aMBA10aStrategy & Entrepreneurship1 aMoss, Todd1 aLumpkin, G1 aGras, D1 aEmptyAuthNode  u/biblio/entrepreneurial-processes-social-contexts-how-are-they-different-if-all01692nas a2200181   4500008004100000245008900041210006900130260000900199300001200208490000700220520106700227653003201294100002001326700001401346700001701360700001201377856012101389       2013                        eng d00aHometown Proximity, Coaching Change, and the Success of College Basketball Recruits.0 aHometown Proximity Coaching Change and the Success of College Ba  c2013  a230-2460 v273 aIn this study, we examine the influence of hometown proximity on collegiate athletic recruit performance. The geographic proximity of a new recruit's local community to a recruiting organization can influence the recruit's performance after joining an organization. However, the direction of the effect of such proximity is not clear. Previous research suggests that human resource proximity facilitates recruits' social embeddedness in the community in and around the recruiting organization. In turn, proximity may increase recruit performance by facilitating learning, trust-building, and social commitment. However, prior research also suggests that proximity could have some negative influences. Our empirical analysis of collegiate basketball recruits suggests that the geographic proximity of an organization to a new recruit's hometown generally has a positive influence on both individual and team performance. However, proximity may become a disadvantage when there is a disruptive, involuntary coaching change after the recruit joins the organization.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aBluhm, D.1 aMitchell, T.1 aLee, T.  u/biblio/hometown-proximity-coaching-change-and-success-college-basketball-recruits-000560nas a2200121   4500008004100000245010100041210006900142260003100211653003200242100002000274700001600294856012800310       2013                        eng d00aInternal Corporate Venture Operations Independence and Performance:A Knowledge-Based Perspective0 aInternal Corporate Venture Operations Independence and Performan  aLake Buena Vista, FLc201310aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, Jeff  u/biblio/internal-corporate-venture-operations-independence-and-performancea-knowledge-based00430nas a2200145   4500008004100000245002700041210002700068260000900095653003200104100002200136700002200158700001800180700001900198856006700217       2013                        eng d00aMultiple agency theory0 aMultiple agency theory  c201310aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aHoskisson, Robert1 aWhite, Robert1 aWyatt, Chelsea  u/biblio/multiple-agency-theory00639nas a2200169   4500008004100000245010300041210006900144260000900213300001300222490000700235653003200242100001600274700002200290700001500312700001500327856012700342       2013                        eng d00aSearch behavior and technological capital of the diversified firm: The impact of fit on innovation0 aSearch behavior and technological capital of the diversified fir  c2013  a999-10090 v3410aStrategy & Entrepreneurship1 aKim, S., K.1 aArthurs, Jonathan1 aSahaym, A.1 aCullen, J.  u/biblio/search-behavior-and-technological-capital-diversified-firm-impact-fit-innovation-000559nas a2200145   4500008004100000245005800041210005800099260004600157653003200203100001600235700002000251700002300271700001900294856010000313       2013                        eng d00aTeam Autonomy and New Product Development Performance0 aTeam Autonomy and New Product Development Performance  aLake Buena Vista (Orlando), Floridac201310aStrategy & Entrepreneurship1 aChen, Jiyao1 aNeubaum, Donald1 aReilly, Richard, R1 aLynn, Gary, S.  u/biblio/team-autonomy-and-new-product-development-performance-000640nas a2200157   4500008004100000245011800041210006900159260000900228300001400237490000700251653003200258100002000290700002000310710001800330856013400348       2013                        eng d00aTop Management Support and Initial Strategic Assets: A Dependency Model of Internal Corporate Venture Performance0 aTop Management Support and Initial Strategic Assets A Dependency  c2013  a896 - 9150 v3010aStrategy & Entrepreneurship1 aGarrett, Robert1 aNeubaum, Donald1 aEmptyAuthNode  u/biblio/top-management-support-and-initial-strategic-assets-dependency-model-internal-corporate-000560nas a2200109   4500008004100000245014200041210006900183260002200252653003200274100001600306856012800322       2013                        eng d00aWhen Are Patent Litigants Productive or Unproductive Entrepreneurs? Evidence from a Natural Experiment on False Patent Marking, 2007-20110 aWhen Are Patent Litigants Productive or Unproductive Entrepreneu  aAtlanta, GAc201310aStrategy & Entrepreneurship1 aJoshi, Amol  u/biblio/when-are-patent-litigants-productive-or-unproductive-entrepreneurs-evidence-natural01723nas a2200169   4500008004100000245004900041210004900090260000900139300001200148490000700160520124500167653003201412100002401444700001601468700001501484856005401499       2012                        eng d00aAutonomous Teams and New Product Development0 aAutonomous Teams and New Product Development  c2012  a734-7500 v293 aWith its high degree of autonomy, dedication, and co-location, an autonomous team as an emerging tool for new product development (NPD) has more freedom and stronger capabilities to be innovative and entrepreneurial. However, such teams are not a panacea, and implementing them can be costly and disruptive to their parent organization. Hence, in this study we ask under which circumstances an autonomous team is the best choice for NPD. Drawing on both contingency and information-processing theories, we hypothesized that autonomous teams are more effective in developing novelty technology or radical innovation. We tested and confirmed the hypotheses using data from 555 NPD projects by comparing the relative effectiveness of autonomous teams with functional, lightweight, and heavyweight teams in terms of development cost, development speed, and overall product success. The results also suggest that heavyweight teams perform better than other teams in developing incremental innovation. The findings of this study may not only have some important implications for NPD practices but also shed some light on other important topics such as disruptive innovation, new venture, corporate entrepreneurship, and ambidextrous organization.10aStrategy & Entrepreneurship1 aPatanakul, Peerasit1 aChen, Jiyao1 aLynn, Gary  uhttp://www.wiley.com/bw/journal.asp?ref=0737-678201733nas a2200181   4500008004100000245012300041210006900164260000900233300001000242490000600252520105300258653001501311653003201326100002001358700001801378700001801396856013701414       2012                        eng d00aBalancing Natural Environmental Concerns of the Internal and External Stakeholders in Family and Non-family Businesses0 aBalancing Natural Environmental Concerns of the Internal and Ext  c2012  a28-370 v33 aWhile researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across these different types of firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/balancing-natural-environmental-concerns-internal-and-external-stakeholders-family-and-non-000461nas a2200109   4500008004100000245006700041210006600108260002300174653003200197100002000229856010200249       2012                        eng d00aContemporary diversification via internal corporate venturing.0 aContemporary diversification via internal corporate venturing  aLa Jolla, CAc201210aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/contemporary-diversification-internal-corporate-venturing00610nas a2200133   4500008004100000245011700041210006900158260003300227653003200260100001600292700001600308700002000324856013200344       2012                        eng d00aDo Dealmakers Make a Difference? Evidence from the Social Capital Networks of Serial Entrepreneurs and Investors0 aDo Dealmakers Make a Difference Evidence from the Social Capital  aPrague, Czech Republicc201210aStrategy & Entrepreneurship1 aZoller, Ted1 aJoshi, Amol1 aEthridge, Frank  u/biblio/do-dealmakers-make-difference-evidence-social-capital-networks-serial-entrepreneurs-and00707nas a2200169   4500008004100000245014900041210006900190260000900259300001200268490000700280653003200287100001600319700002200335700002000357700002200377856013800399       2012                        eng d00aThe effects of venture capital syndicate diversity on earnings management and performance of IPOs in the US and UK: An institutional perspective0 aeffects of venture capital syndicate diversity on earnings manag  c2012  a179-1920 v1810aStrategy & Entrepreneurship1 aChahine, S.1 aArthurs, Jonathan1 aFilatotchev, I.1 aHoskisson, R., E.  u/biblio/effects-venture-capital-syndicate-diversity-earnings-management-and-performance-ipos-us-and-000614nas a2200133   4500008004100000245012600041210006900167260002800236653001500264653003200279100002000311700002100331856012800352       2012                        eng d00aFamily Business Venturing in Adjacent Competitive Domains:  Avoiding Sibling Clashes and Structuring Ventures for Success0 aFamily Business Venturing in Adjacent Competitive Domains Avoidi  aBrussels, Belgiumc201210aAccounting10aStrategy & Entrepreneurship1 aGarrett, Robert1 aMeeks-Koch, Jean  u/biblio/family-business-venturing-adjacent-competitive-domains-avoiding-sibling-clashes-and00555nas a2200133   4500008004100000245009100041210006900132260002100201653000800222653003200230100001700262700002000279856012200299       2012                        eng d00aFirm Inventions in Geographic Clusters: The Moderating Role of Inventive Concentration0 aFirm Inventions in Geographic Clusters The Moderating Role of In  aBoston, MAc201210aMBA10aStrategy & Entrepreneurship1 aVestal, Alex1 aDanneels, Erwin  u/biblio/firm-inventions-geographic-clusters-moderating-role-inventive-concentration-002502nas a2200193   4500008004100000245004500041210004400086260000900130300001400139490000700153520196200160653003202122100001102154700001302165700001302178700001602191700002002207856008102227       2012                        eng d00aGovernance in multilateral R&D alliances0 aGovernance in multilateral RD alliances  c2012  a1191-12100 v233 aIn research and development (R&D) alliances, the partner firms must balance the tension between knowledge sharing and knowledge leakages because knowledge sharing, designed to support the alliance鈥檚 technology development goals, can often lead to unintended and potentially damaging knowledge leakages. Governance structure is a well-understood knowledge protection strategy designed to reduce knowledge leakage concerns and thereby encourage desired knowledge transfers in two-party R&D alliances. Whether governance structure can be an important balancing mechanism for R&D alliances with multiple partner firms, or multilateral R&D alliances, however, requires further study. Because increasing the number of alliance partners introduces additional complexities to managing an alliance, the appropriate governance mechanism for a multilateral R&D alliance is likely to differ from that for a bilateral alliance. Drawing insights from social exchange theory, we explore governance decisions in multilateral R&D alliances. First, we examine the potential for variance between multilateral and bilateral R&D alliances in governance decisions as a means of knowledge sharing and knowledge protection. Results based on our analysis of 2,423 R&D alliances, 1,690 bilateral and 733 multilateral, are consistent with predictions drawn from social exchange theory. We next focus on three-partner R&D alliances, or trilateral R&D alliances, and compare governance mechanisms between two types of trilateral R&D alliances: chain and net. We find that equity governance structures are more likely to be used in net-based than in chain-based trilateral R&D alliances; we also find that alliance scope moderates the relationship between the type of alliance and governance structure. Finally, we find that multilateral R&D alliances with predicted (aligned) governance structures perform better, in terms of alliance longevity, than those with misaligned structures.10aStrategy & Entrepreneurship1 aLi, D.1 aEden, L.1 aHitt, M.1 aIreland, R.1 aGarrett, Robert  u/biblio/governance-multilateral-rd-alliances01460nas a2200181   4500008004100000245010000041210006900141260000900210300001400219490000600233520090600239653001501145653003201160100001401192700002101206700001801227856003301245       2012                        eng d00aThe impact of family structure on issue selling by successor generation members in family firms0 aimpact of family structure on issue selling by successor generat  c2012  a220鈥�2270 v33 aInput from members of the successor generation to the incumbent leader of the business is important to<br>family firms that desire to grow into multi-generational entities. Although researchers have examined<br>upward influence behavior in general, there is a dearth of studies discussing this phenomenon as it<br>relates to family firms. In this paper, we seek to fill this gap by focusing on issue selling behavior鈥攐ne of<br>the fundamental ways the successor generation pursues upward influence. Issue selling is defined as a<br>discretionary behavior used to direct top managers鈥� attention toward important issues. Specifically, by<br>integrating the extant issue selling literature with research on the impact of family structure on family<br>decision-making, we help explain the strength of successor generation members鈥� intentions to sell issues<br>and their choice of selling strategies.10aManagement10aStrategy & Entrepreneurship1 aLing, Yan1 aBaldridge, David1 aCraig, Justin  uwww.elsevier.com/locate/jfbs01407nas a2200145   4500008004100000245007100041210006700112260000900179300001400188490000700202520089700209653003201106100002001138856010301158       2012                        eng d00aThe influences of being acquired on subsidiary innovation adoption0 ainfluences of being acquired on subsidiary innovation adoption  c2012  a1269-12850 v333 aReceived research suggests that a firm subsidiary's acquisition by a new owner has countervailing effects on the subsidiary's innovation adoption behavior. On one hand, ownership change can make a subsidiary more receptive to innovation by reducing some inertial forces and introducing new resources to overcome others. Alternatively, the costs and demands of an acquisition can draw decision makers' attention away from important innovations in the technological environment. This event history study disentangles these countervailing influences by examining the influences of radio station ownership change on stations' adoptions of HD Radio庐 technology. The study finds that a change in ownership control does have a positive direct influence on the likelihood of technology adoption, but that it also curtails tendency for subsidiaries to subsequently mimic others' technology adoptions.10aStrategy & Entrepreneurship1 aBarden, Jeffrey  u/biblio/influences-being-acquired-subsidiary-innovation-adoption-001465nas a2200133   4500008004100000245007500041210006900116260000900185520095700194653003201151100001601183700002001199856011201219       2012                        eng d00aInformation Asymmetry and Partner Selection in International Alliances0 aInformation Asymmetry and Partner Selection in International All  c20123 aWe extend prior research on intra-firm language barriers by investigating inter-firm language barriers in cross-border alliances. Integrating concepts from sociolinguistics and information economics, we posit that language barriers between potential partners exacerbate information asymmetries, while market signals of the commercial value of a partner鈥檚 knowledge counteract these asymmetries. To test these ideas, we quantify language barriers using a distance measure of linguistic differences and we analyze data on semiconductor alliances during 1988-2001. Controlling for cultural, geographical, and technological distances, our empirical results suggest that firms overcome large language distances by relying on market signals of a prospective partner's level of disclosure, stock of knowledge, and degree of specialization. Stronger signals significantly dampen the negative impact of language distance on the chances of forming an alliance.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aLahiri, Nandini  u/biblio/information-asymmetry-and-partner-selection-international-alliances02098nas a2200169   4500008004100000245006100041210005900102260000900161300001400170490000700184520151600191653003201707100001601739700002001755700001501775856013801790       2012                        eng d00aNew Product Development Speed: Too Much of a Good Thing?0 aNew Product Development Speed Too Much of a Good Thing  c2012  a288鈥�3030 v293 aNew product development speed has become increasingly important for managing innovation in fast-changing business environments. While the existing literature has not produced consistent results regarding the relationship between speed and success for NPD projects, many scholars and practitioners assert that increasing NPD speed is virtually always important to NPD success. The purpose of this study is to examine the implicit assumption that faster is better as it relates to NPS. From the perspectives of time compression diseconomies and absorptive capacity, the authors question the assumption that speed has a linear relationship with success. The authors further argue that time compression diseconomies depend on levels of uncertainty involved in NPD projects. Using survey data of 471 NPD projects, the hypotheses were tested by hierarchical regression analysis and subgroup polynomial regression. The results of this study indicate that NPD speed has a curvilinear relationship with new product success, and the nature of the speed-success relationship varies, depending on type and level of uncertainty. When turbulence or technological newness is high, the relationship is curvilinear but when uncertainties are low, the relationship is linear. In contrast, the results of this study suggest that a curvilinear relationship under conditions of low market newness but not when market newness is high. Discussion focuses on the implications of NPD speed under the different conditions of uncertainty.10aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  uhttp://onlinelibrary.wiley.com/doi/10.1111/j.1540-5885.2011.00896.x/abstract?userIsAuthenticated=false&deniedAccessCustomisedMessage=00485nas a2200145   4500008004100000245005500041210005500096260000900151653000800160653003200168100001700200700001200217710001800229856009200247       2012                        eng d00aPower Asymmetries in Tourism Distribution Networks0 aPower Asymmetries in Tourism Distribution Networks  c201210aMBA10aStrategy & Entrepreneurship1 aVestal, Alex1 aFord, R1 aEmptyAuthNode  u/biblio/power-asymmetries-tourism-distribution-networks00403nas a2200109   4500008004100000245004600041210004600087260002700133653003200160100001800192856008300210       2012                        eng d00aRecognizing Excellence in Family Business0 aRecognizing Excellence in Family Business  aPortland, 麻豆传媒高清c201210aStrategy & Entrepreneurship1 aNoxel, Sherri  u/biblio/recognizing-excellence-family-business00522nas a2200157   4500008004100000245006500041210006300106260000900169300001200178490000700190653000800197653003200205100001500237700001200252856010000264       2012                        eng d00aA review and assessment of social entrepreneurship textbooks0 areview and assessment of social entrepreneurship textbooks  c2012  a518-5270 v1110aMBA10aStrategy & Entrepreneurship1 aMoss, Todd1 aGras, D  u/biblio/review-and-assessment-social-entrepreneurship-textbooks01861nas a2200145   4500008004100000245007300041210006900114260000900183520133000192653003201522100001601554700001701570700002501587856010301612       2012                        eng d00aStocking the Patent Pool: What Do Firms Offer for Licensing and Why?0 aStocking the Patent Pool What Do Firms Offer for Licensing and W  c20123 aLicensing out intellectual property (IP) such as patents is an important source of firm profit. However, the managerial logic for determining which IP firms offer for licensing remains underexplored in the management literature. Past research analyzes the downstream purchasing decisions of IP licensees. In contrast, this study uses the concept of patent pools, a type of R&D consortium, to explore the upstream marketing decisions of IP licensors. Drawing on the resource-based view (RBV), we hypothesize and find that an increase in the value of IP significantly increases the likelihood that the IP is offered for licensing through a patent pool, while an increase in the imitability of IP significantly decreases the likelihood that the IP is offered for licensing. Further, we find differential effects for the intrinsic and extrinsic dimensions of value and imitability on the likelihood of IP licensing. Extrinsic imitability of IP negatively moderates the relationship between the value of IP and the likelihood it is offered for licensing through a pool, whereas intrinsic imitability positively moderates this relationship. Our findings extend the RBV by providing empirical evidence for how managers determine and use the value and imitability of a firm鈥檚 IP portfolio to justify technology licensing decisions.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aNerkar, Atul1 aMallapragada, Girish  u/biblio/stocking-patent-pool-what-do-firms-offer-licensing-and-why00623nas a2200145   4500008004100000245011900041210006900160260000900229653001500238653002100253653003200274100002000306700001700326856013400343       2011                        eng d00aAnalysis of the Microcar Market in the United States and India: Impact of Macroeconomic Forces and Cultural Values0 aAnalysis of the Microcar Market in the United States and India I  c201110aEngagement10aEntrepreneurship10aStrategy & Entrepreneurship1 aHodges, Stephen1 aCromer, Cory  u/biblio/analysis-microcar-market-united-states-and-india-impact-macroeconomic-forces-and-cultural00720nas a2200169   4500008004100000245009900041210006900140260000900209300001200218490000700230520009600237653003200333100002200365700001600387700001900403856012800422       2011                        eng d00aCombating the effects of turnover: Military lessons learned from project teams rebuilding Iraq0 aCombating the effects of turnover Military lessons learned from   c2011  a481-4910 v543 aArticle received 鈥淗onorable Mention鈥� during consideration for best article of the year.10aStrategy & Entrepreneurship1 aMurnieks, Charles1 aAllen, S, T1 aFerrante, C, J  u/biblio/combating-effects-turnover-military-lessons-learned-project-teams-rebuilding-iraq-000487nas a2200109   4500008004100000245007800041210006900119260002600188653003200214100002000246856011100266       2011                        eng d00aCore Business Prospects and the Management of Internal Corporate Ventures0 aCore Business Prospects and the Management of Internal Corporate  aSan Antonio, TXc201110aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/core-business-prospects-and-management-internal-corporate-ventures00559nas a2200121   4500008004100000245009200041210006900133260003500202653003200237100001600269700002200285856013000307       2011                        eng d00aDeveloping Holistic View of Innovation: Marrying Academic and Practitioner Perspectives0 aDeveloping Holistic View of Innovation Marrying Academic and Pra  aSan Francisco, CA  94103c201110aStrategy & Entrepreneurship1 aChen, Jiyao1 aSawhney, Mohanbir  u/biblio/developing-holistic-view-innovation-marrying-academic-and-practitioner-perspectives-000583nas a2200133   4500008004100000245011200041210006900153260000900222653002100231653003200252100002100284700001200305856013200317       2011                        eng d00aDoes institutional reform of intellectual property rights lead to more inbound FDI in developing countries?0 aDoes institutional reform of intellectual property rights lead t  c201110aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aPeng, M  u/biblio/does-institutional-reform-intellectual-property-rights-lead-more-inbound-fdi-developing00538nas a2200169   4500008004100000245006100041210006000102260000900162490000700171653000800178653003200186100001500218700001300233700001300246700001500259856009400274       2011                        eng d00aDual identities in social ventures: An exploratory study0 aDual identities in social ventures An exploratory study  c20110 v3510aMBA10aStrategy & Entrepreneurship1 aMoss, Todd1 aShort, J1 aPayne, G1 aLumpkin, G  u/biblio/dual-identities-social-ventures-exploratory-study00626nas a2200169   4500008004100000245009400041210006900135260000900204300001400213490000700227653003200234100002200266700001700288700001900305700001500324856011700339       2011                        eng d00aI like how you think: Similarity as an interaction bias in the investor-entrepreneur dyad0 aI like how you think Similarity as an interaction bias in the in  c2011  a1533-15610 v4810aStrategy & Entrepreneurship1 aMurnieks, Charles1 aHaynie, J, M1 aWiltbank, R, E1 aHarting, T  u/biblio/i-how-you-think-similarity-interaction-bias-investor-entrepreneur-dyad-000538nas a2200121   4500008004100000245008900041210006900130260002600199653003200225100002600257700001800283856011500301       2011                        eng d00aImpact of early-stage venture capitalists on the performance of portfolio companies.0 aImpact of earlystage venture capitalists on the performance of p  aESKA Publishingc201110aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aNioche, J.-P.  u/biblio/impact-early-stage-venture-capitalists-performance-portfolio-companies00552nas a2200181   4500008004100000245005500041210005500096260000900151300001200160490000700172653000800179653003200187100001500219700001500234700001300249700001300262856009500275       2011                        eng d00aOrganizational virtue orientation and family firms0 aOrganizational virtue orientation and family firms  c2011  a257-2850 v2110aMBA10aStrategy & Entrepreneurship1 aMoss, Todd1 aBroberg, C1 aPayne, G1 aShort, J  u/biblio/organizational-virtue-orientation-and-family-firms00521nas a2200133   4500008004100000245006700041210006600108260001900174653003200193100002200225700002300247700002000270856009700290       2011                        eng d00aPathways of fire: An empirical look at entrepreneurial passion0 aPathways of fire An empirical look at entrepreneurial passion  aSyracusec201110aStrategy & Entrepreneurship1 aMurnieks, Charles1 aMosakowski, Elaine1 aCardon, Melissa  u/biblio/pathways-fire-empirical-look-entrepreneurial-passion00499nas a2200157   4500008004100000245004800041210004800089260000900137300001400146490000700160653003200167100001500199700001800214700002200232856008700254       2011                        eng d00aPrincipal costs in initial public offerings0 aPrincipal costs in initial public offerings  c2011  a1346-13640 v4810aStrategy & Entrepreneurship1 aDalziel, T1 aWhite, R., E.1 aArthurs, Jonathan  u/biblio/principal-costs-initial-public-offerings-000623nas a2200145   4500008004100000245009800041210006900139260002600208653003200234100002600266700001500292700001600307700001800323856013600341       2011                        eng d00aQuelle performance pour les portefeuilles de capital-risque? Ecart entre croyance et realite.0 aQuelle performance pour les portefeuilles de capitalrisque Ecart  aESKA Publishingc201110aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aMedjad, K.1 aKrieger, E.1 aGrandsart, R.  u/biblio/quelle-performance-pour-les-portefeuilles-de-capital-risque-ecart-entre-croyance-et-realite00612nas a2200157   4500008004100000245009400041210006900135260000900204300001200213490000700225653002100232653003200253100002100285700002600306856012200332       2011                        eng d00aShared inventions and the evolution of capabilities: Examining the biotechnology industry0 aShared inventions and the evolution of capabilities Examining th  c2011  a943-9560 v4010aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aPleggenkuhle-Miles, E  u/biblio/shared-inventions-and-evolution-capabilities-examining-biotechnology-industry00680nas a2200181   4500008004100000245011300041210006900154260000900223300001000232490000600242653002100248653001500269653003200284100001800316700001800334700001700352856012900369       2011                        eng d00aA study of Schumpterian (radical) vs. Kirznerian (incremental) innovations in knowledge intensive industries0 astudy of Schumpterian radical vs Kirznerian incremental innovati  c2011  a28-410 v710aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aCromer, Cory  u/biblio/study-schumpterian-radical-vs-kirznerian-incremental-innovations-knowledge-intensive00537nas a2200121   4500008004100000245008300041210006900124260002600193653003200219100002000251700002000271856012400291       2011                        eng d00aTop Management Support and Initial Strategic Assets: Improving ICV Performance0 aTop Management Support and Initial Strategic Assets Improving IC  aSan Antonio, TXc201110aStrategy & Entrepreneurship1 aGarrett, Robert1 aNeubaum, Donald  u/biblio/top-management-support-and-initial-strategic-assets-improving-icv-performance-000396nas a2200145   4500008004100000245001300041210001300054260002400067653001500091653003200106100001800138700002000156700001800176856005600194       2011                        eng d00aUntitled0 aUntitled  aSicily, Italyc201110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aNeubaum, Donald1 aCraig, Justin  u/biblio/untitled-1700563nas a2200133   4500008004100000245008600041210006900127260002500196653003200221100001600253700002200269700001800291856012000309       2011                        eng d00aThe Value-Oriented View of Innovation: Defining and Measuring Business Innovation0 aValueOriented View of Innovation Defining and Measuring Business  aSan Antonio TXc201110aStrategy & Entrepreneurship1 aChen, Jiyao1 aSawhney, Mohanbir1 aGuth, Willian  u/biblio/value-oriented-view-innovation-defining-and-measuring-business-innovation-000567nas a2200145   4500008004100000245007100041210006900112260002600181653003200207100001500239700001600254700001800270700002600288856010700314       2011                        eng d00aVenture capital and its perceived performance: exploring a mirage.0 aVenture capital and its perceived performance exploring a mirage  aESKA Publishingc201110aStrategy & Entrepreneurship1 aMedjad, K.1 aKrieger, E.1 aGrandsart, R.1 aGerasymenko, Violetta  u/biblio/venture-capital-and-its-perceived-performance-exploring-mirage01517nas a2200157   4500008004100000245012400041210006900165260000900234300001400243490000700257520089600264653003201160100001601192700001701208856013401225       2011                        eng d00aWhen do strategic alliances inhibit innovation by firms? Evidence from patent pools in the global optical disc industry0 aWhen do strategic alliances inhibit innovation by firms Evidence  c2011  a1139-11600 v323 aResearch and development (R&D) consortia are specialized strategic alliances that shape the direction and scope of firm innovation activities. Little research exists on the performance consequences of participating in R&D consortia. We study the effect of patent pools, a unique form of R&D consortia, on firm performance in innovation. While prior research on alliances generally implies that patent pools enhance firm innovation, our study finds the opposite. Analyzing data on systemic innovation in the global optical disc industry, we find that patent pool formation substantially and significantly decreases both the quantity and quality of patents subsequently generated by licensors and licensees relative to the patenting activity of nonparticipants. Our empirical findings suggest that patent pools actually inhibit, rather than enhance, systemic innovation by participating firms.10aStrategy & Entrepreneurship1 aJoshi, Amol1 aNerkar, Atul  u/biblio/when-do-strategic-alliances-inhibit-innovation-firms-evidence-patent-pools-global-optical00628nas a2200169   4500008004100000245008700041210006900128260000900197490000700206653003200213100001500245700002600260700001600286700001800302700001600320856012200336       2011                        eng d00aYou said successful? Actual and perceived performance of venture capital in France0 aYou said successful Actual and perceived performance of venture   c20110 v1610aStrategy & Entrepreneurship1 aMedjad, K.1 aGerasymenko, Violetta1 aKrieger, E.1 aGrandsart, R.1 aIselinm, F.  u/biblio/you-said-successful-actual-and-perceived-performance-venture-capital-france-000541nas a2200121   4500008004100000245008700041210006900128260002600197653003200223100002600255700001800281856012000299       2010                        eng d00aBeneficier des apports des fonds d鈥檃morcage : du financement a la valeur ajoutee0 aBeneficier des apports des fonds d amorcage du financement a la   aESKA Publishingc201010aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aNioche, J.-P.  u/biblio/beneficier-des-apports-des-fonds-damorcage-du-financement-la-valeur-ajoutee00448nas a2200121   4500008004100000245005300041210005100094260002200145653003200167100001600199700002200215856008900237       2010                        eng d00aBeyond Product Innovation:  The Innovation Radar0 aBeyond Product Innovation The Innovation Radar  aOrlando, FLc201010aStrategy & Entrepreneurship1 aChen, Jiyao1 aSawhney, Mohanbir  u/biblio/beyond-product-innovation-innovation-radar-000471nas a2200109   4500008004100000245007200041210006900113260001900182653003200201100002000233856010800253       2010                        eng d00aChallenges of Quantitative Research on Internal Corporate Venturing0 aChallenges of Quantitative Research on Internal Corporate Ventur  aKona, HIc201010aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/challenges-quantitative-research-internal-corporate-venturing-001254nas a2200145   4500008004100000245007200041210006900113260000900182300001200191490000600203520074100209653003200950100002000982856010601002       2010                        eng d00aChallenges of Quantitative Research on Internal Corporate Venturing0 aChallenges of Quantitative Research on Internal Corporate Ventur  c2010  a129-1430 v23 aInternal corporate ventures are entrepreneurial initiatives that originate within the corporate structure (or within an existing business of the corporation) and are intended from inception as new businesses for the corporation. In spite of the long history associated with the phenomenon of internal corporate venturing, the literature provides surprisingly little quantitative evidence regarding factors important to internal corporate venturing success. Most of the literature is anecdotal, while the few empirical studies that do exist suffer from methodological problems that introduce contamination into their findings. The current paper outlines those methodological problems and proposes techniques for minimizing their effects.10aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/challenges-quantitative-research-internal-corporate-venturing00665nas a2200169   4500008004100000245011600041210006900157260000900226300001200235490000700247653003200254100001700286700002200303700001600325700001700341856013700358       2010                        eng d00aConsumer animosity in the value chain: The effect of international production shifts on willingness to purchase0 aConsumer animosity in the value chain The effect of internationa  c2010  a639-6510 v4110aStrategy & Entrepreneurship1 aFunk, C., A.1 aArthurs, Jonathan1 aTrevino, L.1 aJoireman, J.  u/biblio/consumer-animosity-value-chain-effect-international-production-shifts-willingness-purchase-000399nas a2200121   4500008004100000245003500041210003400076260002200110653002100132653003200153100001700185856007500202       2010                        eng d00aConsumer E-Commerce Dissonance0 aConsumer ECommerce Dissonance  aPortland ORc201010aEntrepreneurship10aStrategy & Entrepreneurship1 aCromer, Cory  u/biblio/consumer-e-commerce-dissonance01168nas a2200145   4500008004100000245004900041210004800090260000900138300001000147490000700157520074500164653003200909100002000941856006100961       2010                        eng d00aDoes Employee Ownership Increase Innovation?0 aDoes Employee Ownership Increase Innovation  c2010  a37-460 v133 aOne way that firms attempt to innovate is through investment in R&D activity. However, there is much heterogeneity in innovations among firms making comparable R&D investments. This paper explores employee ownership鈥檚 moderating effect on the relationship between R&D intensity and innovative output. The basis for the moderation is that ownership increases motivation and commitment to the innovation agenda of the company, and retains employees鈥� entrepreneurial efforts for internal opportunities. Using hierarchical regression, the data support the hypothesis that employee stock ownership positively moderates the relationship between R&D intensity and innovative output. Implications for future research and practice are addressed.10aStrategy & Entrepreneurship1 aGarrett, Robert  uhttp://www.sacredheart.edu/download/3539_neje_fall10.pdf00647nas a2200157   4500008004100000245009800041210006900139260002700208653002100235653001200256653003200268100002100300700001700321700002100338856013000359       2010                        eng d00aEntrepreneurial Foresight and the Endogenous Choice of Market Intermediaries in Japanese IPOs0 aEntrepreneurial Foresight and the Endogenous Choice of Market In  aMontreal, Canadac201010aEntrepreneurship10aFinance10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aMathew, Prem1 aHibara, Nobuhiko  u/biblio/entrepreneurial-foresight-and-endogenous-choice-market-intermediaries-japanese-ipos-000582nas a2200145   4500008004100000245009000041210006900131260001900200653000800219653003200227100001400259700001500273700001700288856013100305       2010                        eng d00aGender diversity norms: Influences upon group information elaboration and performance0 aGender diversity norms Influences upon group information elabora  aMontrealc201010aMBA10aStrategy & Entrepreneurship1 aRaver, J.1 aNishii, L.1 aVestal, Alex  u/biblio/gender-diversity-norms-influences-upon-group-information-elaboration-and-performance-001222nas a2200169   4500008004100000245010400041210006900145260000900214300001200223490000700235520060200242653003200844100001500876700001700891700002000908856012400928       2010                        eng d00aThe influence of R&D investment on the use of corporate venture capital: An industry-level analysis0 ainfluence of RD investment on the use of corporate venture capit  c2010  a376-3880 v253 aWe consider how internal research and development (R&D) influences the use of corporate venture capital (CVC) and how this relationship varies across industries. We find that, in general, R&D investments increase the number of CVC deals in an industry. We also find that R&D investment has a particularly strong influence on the use of CVC in industries that are growing rapidly and changing technologically. Our analysis provides greater clarity on the relationships involving R&D and CVC in the presence of contingencies by integrating insights of absorptive capacity and real options reasoning.10aStrategy & Entrepreneurship1 aSahaym, A.1 aSteensma, K.1 aBarden, Jeffrey  u/biblio/influence-rd-investment-use-corporate-venture-capital-industry-level-analysis-000431nas a2200121   4500008004100000245005000041210004400091260002100135653003200156100001600188700002200204856008300226       2010                        eng d00aThe Innovation Radar:  An Innovation Typology0 aInnovation Radar An Innovation Typology  aBoston, MAc201010aStrategy & Entrepreneurship1 aChen, Jiyao1 aSawhney, Mohanbir  u/biblio/innovation-radar-innovation-typology-000600nas a2200145   4500008004100000245008400041210006900125260002500194653002100219653003200240100002100272700001800293700002000311856012300331       2010                        eng d00aInstitutional conditions and venture capital investment in developing countries0 aInstitutional conditions and venture capital investment in devel  aMiami, Floridac201010aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aJunkunc, Marc1 aMingo, Santiago  u/biblio/institutional-conditions-and-venture-capital-investment-developing-countries-000594nas a2200145   4500008004100000245008400041210006900125260002100194653002100215653003200236100002100268700001800289700002000307856012100327       2010                        eng d00aInstitutional Conditions and venture capital investment in developing countries0 aInstitutional Conditions and venture capital investment in devel  aAustin, TXc201010aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aJunkunc, Marc1 aMingo, Santiago  u/biblio/institutional-conditions-and-venture-capital-investment-developing-countries00623nas a2200157   4500008004100000245010200041210006900143260001500212653000800227653003200235100001600267700001700283700001500300700001600315856013400331       2010                        eng d00aInterdependencies of formal and informal structure: Technological exploration and dispersed firms0 aInterdependencies of formal and informal structure Technological  aRomec201010aMBA10aStrategy & Entrepreneurship1 aTzabbar, D.1 aVestal, Alex1 aPorter, R.1 aMcMahon, S.  u/biblio/interdependencies-formal-and-informal-structure-technological-exploration-and-dispersed-000556nas a2200145   4500008004100000245006800041210006700109260001900176653003200195100002000227700001800247700002200265700001800287856010500305       2010                        eng d00aInternal Corporate Venturing in Multi-General Family Businesses0 aInternal Corporate Venturing in MultiGeneral Family Businesses  aKona, HIc201010aStrategy & Entrepreneurship1 aGarrett, Robert1 aCraig, Justin1 aZellweger, Thomas1 aDibrell, Clay  u/biblio/internal-corporate-venturing-multi-general-family-businesses00594nas a2200145   4500008004100000245009100041210006900132260001900201653003200220100001600252700002000268700001700288700001900305856012400324       2010                        eng d00aNavigating in New Business Domains:Internal Corporate Ventures as Exploratory Vehicles0 aNavigating in New Business DomainsInternal Corporate Ventures as  aMontrealc201010aStrategy & Entrepreneurship1 aCovin, Jeff1 aGarrett, Robert1 aKuratko, Don1 aShepherd, Dean  u/biblio/navigating-new-business-domainsinternal-corporate-ventures-exploratory-vehicles00587nas a2200145   4500008004100000245008500041210006900126260003200195653001500227653003200242100001800274700001800292700002000310856011100330       2010                        eng d00aOvercoming the Liability of Theoretical Newness: The Case for Stewardship Theory0 aOvercoming the Liability of Theoretical Newness The Case for Ste  aLausanne, Switzerlandc201010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/overcoming-liability-theoretical-newness-case-stewardship-theory-000648nas a2200181   4500008004100000245008900041210006900130260000900199300001400208490000700222653002100229653003200250100002100282700001200303700001200315710001800327856012100345       2010                        eng d00aThe performance implications of intra- and inter-regional geographic diversification0 aperformance implications of intra and interregional geographic d  c2010  a1018-10300 v3110aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aQian, G1 aQian, Z1 aEmptyAuthNode  u/biblio/performance-implications-intra-and-inter-regional-geographic-diversification00607nas a2200133   4500008004100000245013300041210006900174260002900243653000800272653003200280100001700312700001300329856013100342       2010                        eng d00aRebalancing interorganizational power asymmetries in tourism distribution channels: The case of meetings industry intermediaries0 aRebalancing interorganizational power asymmetries in tourism dis  aSt. Petersburg, FLc201010aMBA10aStrategy & Entrepreneurship1 aVestal, Alex1 aFord, R.  u/biblio/rebalancing-interorganizational-power-asymmetries-tourism-distribution-channels-case-000498nas a2200157   4500008004100000245010200041210006900143260000900212300000800221490000700229653003200236100002100268700002100289700002200310856000800332       2010                        eng d00aTo start or not to start: Outcome and ability expectations in the decision to start a new venture0 aTo start or not to start Outcome and ability expectations in the  c2010  a1920 v2510aStrategy & Entrepreneurship1 aTownsend, D., M.1 aBusenitz, L., W.1 aArthurs, Jonathan  u20200597nas a2200145   4500008004100000245009300041210006900134260002500203653001500228653003200243100001400275700002100289700001800310856012300328       2010                        eng d00aToward An Understanding Of Issue Selling By Successor Generation Members In Family Firms0 aToward An Understanding Of Issue Selling By Successor Generation  aCancun, Mexicoc201010aManagement10aStrategy & Entrepreneurship1 aLing, Yan1 aBaldridge, David1 aCraig, Justin  u/biblio/toward-understanding-issue-selling-successor-generation-members-family-firms-001843nas a2200169   4500008004100000245008000041210006900121260000900190300001000199490000700209520128700216653003201503100001601535700002401551700002001575856007801595       2010                        eng d00aUnderstanding Antecedents of New Product Development Speed: A Meta-Analysis0 aUnderstanding Antecedents of New Product Development Speed A Met  c2010  a17-330 v283 aNew product development speed is a key component of time-based strategy, which has becoming increasingly important for managing innovation in a fast-changing business environment. This meta-analytic review assesses the generalizability of the relationships between NPD speed and 17 of its antecedents to provide a better understanding of the salient and cross-situationally consistent factors that affect NPD speed. We grouped the antecedents into four categories of strategy, project, process, and team, and found that process and team characteristics are more generalizable and cross-situationally consistent determinants of NPD speed than strategy and project characteristics. We also conducted subgroup analyses and found that research method variables, such as level of analysis, source of data, and measurement of speed, moderate the relationships between NPD speed and its antecedents. We apply the study鈥檚 findings to assess several models of NPD speed, such as the balanced model of product development, the strategic orientation and organizational capability model, the compression vs. the experiential model, the centrifugal and centripetal model, and the product development cycle time model. We also discuss the implications of our findings for research and practice.10aStrategy & Entrepreneurship1 aChen, Jiyao1 aDamanpour, Fariborz1 aReilly, Richard  uhttp://www.sciencedirect.com/science/article/pii/S0272696309000436#secx2200556nas a2200133   4500008004100000245009700041210006900138260000900207490000700216653002100223653003200244100001700276856012900293       2010                        eng d00aUnderstanding Web 2.0's influences on public e-services: A protection motivation perspective0 aUnderstanding Web 20s influences on public eservices A protectio  c20100 v1210aEntrepreneurship10aStrategy & Entrepreneurship1 aCromer, Cory  u/biblio/understanding-web-20s-influences-public-e-services-protection-motivation-perspective00576nas a2200133   4500008004100000245009900041210006900140260000900209490000700218653003200225100002600257700002200283856013700305       2010                        eng d00aVenture capitalists' exit strategy: a dynamic capabilities and resource dependence perspective0 aVenture capitalists exit strategy a dynamic capabilities and res  c20100 v3010aStrategy & Entrepreneurship1 aGerasymenko, Violetta1 aArthurs, Jonathan  u/biblio/venture-capitalists-exit-strategy-dynamic-capabilities-and-resource-dependence-perspective-000665nas a2200145   4500008004100000245014300041210006900184260002700253653001500280653003200295100002000327700001800347700001800365856013600383       2009                        eng d00aAddressing Natural Environmental Concerns from Within: Investigating the Role of Internal Stakeholders in Family and Non-Family Businesses0 aAddressing Natural Environmental Concerns from Within Investigat  aWinnipeg, Canadac200910aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/addressing-natural-environmental-concerns-within-investigating-role-internal-stakeholders-101896nas a2200205   4500008004100000245014600041210006900187260000900256300000900265490000600274520113300280653001501413653003201428100002001460700001701480700001801497700002201515700001701537856013601554       2009                        eng d00aBusiness Education and Its Relationship to Student Personal Moral Philosophies and Attitudes Toward Profits: An Empirical Response to Critics0 aBusiness Education and Its Relationship to Student Personal Mora  c2009  a9-240 v83 aCritics of business education (e.g., Ghoshal, 2005; Mitroff, 2004) place much of the blame for recent ethical scandals on the lack of moral development of managers and the amoral, "profits-first" theoretical underpinnings of business education. To empirically test these claims, we surveyed 1,080 business and nonbusiness students from a major research university. The results suggest that neither the personal moral philosophies of business and nonbusiness students, nor the personal moral philosophies of business freshmen and business seniors differed significantly. Based on our results, we found no evidence to support the claims of critics who suggest business education is associated with negative personal moral philosophies of students. Further, the attitudes of business freshmen and business seniors concerning profit and sustainability differed significantly, yet in the direction opposite the one Ghoshal (2005) and others would have predicted. Thus, blaming the rash of ethical scandals on the amoral and "profits-first" theoretical underpinnings of business school training might be too simplistic of an approach.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aPagell, Mark1 aDrexler, John1 aRyan, Fran, McKee1 aLarson, Erik  u/biblio/business-education-and-its-relationship-student-personal-moral-philosophies-and-attitudes-001298nas a2200169   4500008004100000245005800041210005700099260002600156300001200182490000700194520073600201653003200937100002400969700002300993700002001016856009201036       2009                        eng d00aCorporate venturing: Insights from actual performance0 aCorporate venturing Insights from actual performance  aBloomington, INc2009  a459-4670 v523 aCorporate innovation and the entrepreneurial strategies on which it is based are key challenges at the forefront of executive concerns. In order to establish some factual foundations amid the popular 鈥渇olklore鈥� that surrounds corporate innovation today, this study examines the actual factors that influence internal corporate venturing within the realm of a corporate entrepreneurship strategy.	 Data were collected from 145 internal corporate ventures (early-stage ventures, middle-stage ventures, and established-stage ventures) operating in 72 firms headquartered in the mid-western United States. The results of this study are summarized and offer insights on some of the key correlates of corporate venturing performance.10aStrategy & Entrepreneurship1 aKuratko, Donald, F.1 aCovin, Jeffrey, G.1 aGarrett, Robert  u/biblio/corporate-venturing-insights-actual-performance00588nas a2200121   4500008004100000245013000041210006900171260002000240653002100260653003200281100001700313856013600330       2009                        eng d00aDo Mia and Lebron Belong on the Same Field? The Effect of Multiple Athletic Endorsers on Firm Performance and Brand Awareness0 aDo Mia and Lebron Belong on the Same Field The Effect of Multipl  aSan Diegoc200910aEntrepreneurship10aStrategy & Entrepreneurship1 aCromer, Cory  u/biblio/do-mia-and-lebron-belong-same-field-effect-multiple-athletic-endorsers-firm-performance-and00509nas a2200121   4500008004100000245007500041210006900116260002200185653002100207653003200228100002100260856010600281       2009                        eng d00aEnvironmental Entrepreneurship as an Extension of Schumpeterian Supply0 aEnvironmental Entrepreneurship as an Extension of Schumpeterian   aFairfax, VAc200910aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/environmental-entrepreneurship-extension-schumpeterian-supply00442nas a2200121   4500008004100000245004800041210004800089260002800137653002100165653003200186100002100218856008100239       2009                        eng d00aExamining the Promise of Green Microfinance0 aExamining the Promise of Green Microfinance  aGais, Switzerlandc200910aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/examining-promise-green-microfinance00595nas a2200133   4500008004100000245010300041210006900144260002200213653002100235653003200256100002100288700002900309856012300338       2009                        eng d00aExpanding the technological breadth of a firm with strategic alliances: A study of joint patenting0 aExpanding the technological breadth of a firm with strategic all  aChicago, ILc200910aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aPleggenkuhle-Miles, Erin  u/biblio/expanding-technological-breadth-firm-strategic-alliances-study-joint-patenting00691nas a2200169   4500008004100000245012800041210006900169260000900238300001200247490000700259653003200266100002200298700002100320700002200341700002000363856013800383       2009                        eng d00aFirm-specific human capital and the shaping of governance in IPO firms:  Addressing agency and resource dependence concerns0 aFirmspecific human capital and the shaping of governance in IPO   c2009  a845-8650 v3310aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aBusenitz, L., W.1 aHoskisson, R., E.1 aJohnson, R., A.  u/biblio/firm-specific-human-capital-and-shaping-governance-ipo-firms-addressing-agency-and-resource-000603nas a2200169   4500008004100000245007000041210006900111260002600180653000800206653003200214100001700246700001600263700001700279700001700296700001600313856010400329       2009                        eng d00aGender diversity and creativity: The moderating role of group LMX0 aGender diversity and creativity The moderating role of group LMX  aNew Orleans, LAc200910aMBA10aStrategy & Entrepreneurship1 aNishii, L.H.1 aMayer, D.M.1 aVestal, Alex1 aPorter, R.L.1 aRaver, J.L.  u/biblio/gender-diversity-and-creativity-moderating-role-group-lmx-001616nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520098700245653001501232653003201247100001701279700001701296856013301313       2009                        eng d00aHow Plant Managers' Experiences and Attitudes towards Sustainability Relate to Operational Performance0 aHow Plant Managers Experiences and Attitudes towards Sustainabil  c2009  a278-2990 v183 aManagers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well-being and environmental issues, how these factors impact employee well-being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well-being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well-being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.10aManagement10aStrategy & Entrepreneurship1 aPagell, Mark1 aGobeli, Dave  u/biblio/how-plant-managers-experiences-and-attitudes-towards-sustainability-relate-operational-000585nas a2200133   4500008004100000245008500041210006900126260003700195653002100232653003200253100002900285700002100314856011600335       2009                        eng d00aInfluencing Innovation: Social Capital as a Determinant of Technological Breadth0 aInfluencing Innovation Social Capital as a Determinant of Techno  aWashington D.C. (Oct 2009)c200910aEntrepreneurship10aStrategy & Entrepreneurship1 aPleggenkuhle-Miles, Erin1 aKhoury, Theodore  u/biblio/influencing-innovation-social-capital-determinant-technological-breadth00635nas a2200157   4500008004100000245010500041210006900146260000900215300001000224653003200234100002000266700001800286700002200304700002200326856012900348       2009                        eng d00aInitially distracted: the influence of boards on agency costs in initial public offering (IPO) firms0 aInitially distracted the influence of boards on agency costs in   c2009  a11-3010aStrategy & Entrepreneurship1 aDalziel, Thomas1 aWhite, Robert1 aArthurs, Jonathan1 aHoskisson, Robert  u/biblio/initially-distracted-influence-boards-agency-costs-initial-public-offering-ipo-firms01647nas a2200169   4500008004100000245012700041210006900168260000900237300001200246490000700258520099700265653003201262100002001294700001401314700001501328856013401343       2009                        eng d00aMarket Responsiveness, Top Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering0 aMarket Responsiveness Top Management Risk Taking and the Role of  c2009  a782-7880 v623 aThis study investigates managerial and organizational factors associated with engaging in a market pioneering strategy. Specifically, top management risk taking and the firm-level capability of market responsiveness are hypothesized to be associated with market pioneering. Additionally, strategic learning self efficacy is hypothesized to moderate the effects of top management risk taking and market responsiveness on market pioneering. Moderated regression analysis based on data collected from 111 manufacturing firms supports the hypotheses. Top management risk taking and market responsiveness positively predict the use of a pioneering strategy. Strategic learning self efficacy makes market pioneering more palatable to risk-averse top managers who might not otherwise engage in pioneering. Finally, strategic learning self efficacy strengthens the relationship between market responsiveness and market pioneering. Implications for future theory, practice, and research are discussed.10aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, J.1 aSlevin, D.  u/biblio/market-responsiveness-top-management-risk-taking-and-role-strategic-learning-determinants00586nas a2200133   4500008004100000245010000041210006900141260002200210653002100232653003200253100002100285700001700306856012900323       2009                        eng d00aMidlife opportunities: Firm age and the value of isomorphic alliance strategies in biotech IPOs0 aMidlife opportunities Firm age and the value of isomorphic allia  aChicago, ILc200910aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aDeeds, David  u/biblio/midlife-opportunities-firm-age-and-value-isomorphic-alliance-strategies-biotech-ipos00558nas a2200121   4500008004100000245010000041210006900141260002100210653002100231653003200252100002100284856013100305       2009                        eng d00aMidlife opportunities: Firm age and the value of isomorphic alliance strategies in biotech IPOs0 aMidlife opportunities Firm age and the value of isomorphic allia  aEugene, ORc200910aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/midlife-opportunities-firm-age-and-value-isomorphic-alliance-strategies-biotech-ipos-000532nas a2200121   4500008004100000245008400041210006900125260002100194653002100215653003200236100002100268856012100289       2009                        eng d00aMimetic Behavior In Alliance Strategies Within Biotech Initial Public Offerings0 aMimetic Behavior In Alliance Strategies Within Biotech Initial P  aBoston, MAc200910aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/mimetic-behavior-alliance-strategies-within-biotech-initial-public-offerings00536nas a2200109   4500008004100000245010400041210006900145260002200214653003200236100002000268856013800288       2009                        eng d00aParent Resources and Managerial Oversight as Determinants of Internal Corporate Venture Performance0 aParent Resources and Managerial Oversight as Determinants of Int  aChicago, ILc200910aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/parent-resources-and-managerial-oversight-determinants-internal-corporate-venture-performance00567nas a2200145   4500008004100000245008100041210006900122260002600191653000800217653003200225100001700257700001700274700001700291856011300308       2009                        eng d00aRevisiting the garbage can model of ethical decision making in organizations0 aRevisiting the garbage can model of ethical decision making in o  aNew Orleans, LAc200910aMBA10aStrategy & Entrepreneurship1 aSchminke, M.1 aCaldwell, J.1 aVestal, Alex  u/biblio/revisiting-garbage-can-model-ethical-decision-making-organizations-100623nas a2200169   4500008004100000245008400041210006900125260000900194300001200203490000700215653003200222100002200254700002100276700002200297700002000319856011400339       2009                        eng d00aSignaling and initial public offerings: The use and impact of the lockup period0 aSignaling and initial public offerings The use and impact of the  c2009  a360-3720 v2410aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aBusenitz, L., W.1 aHoskisson, R., E.1 aJohnson, R., A.  u/biblio/signaling-and-initial-public-offerings-use-and-impact-lockup-period-000485nas a2200109   4500008004100000245007700041210006900118260002400187653003200211100001700243856011500260       2009                        eng d00aStrategic Management of Your New Venture: Risk and Intellectual Property0 aStrategic Management of Your New Venture Risk and Intellectual P  aCorvallis, ORc200910aStrategy & Entrepreneurship1 aTurner, John  u/biblio/strategic-management-your-new-venture-risk-and-intellectual-property-000569nas a2200133   4500008004100000245009800041210006900139260002200208653000800230653003200238100001700270700001600287856013200303       2009                        eng d00aTop management team human capital and strategic exploration: The moderating role of CEO power0 aTop management team human capital and strategic exploration The   aChicago, ILc200910aMBA10aStrategy & Entrepreneurship1 aVestal, Alex1 aTzabbar, D.  u/biblio/top-management-team-human-capital-and-strategic-exploration-moderating-role-ceo-power-001307nas a2200181   4500008004100000245008700041210006900128260000900197300001400206490000700220520065700227653003200884100002200916700002100938700002000959700002200979856012401001       2009                        eng d00aTypology of Social Entrepreneurs: Motives, Search Processes and Ethical Challenges0 aTypology of Social Entrepreneurs Motives Search Processes and Et  c2009  a519 - 5320 v243 aSocial entrepreneurship has been the subject of considerable interest in the literature. This stems from its importance in addressing social problems and enriching communities and societies. In this article, we define social entrepreneurship; discuss its contributions to creating social wealth; offer a typology of entrepreneurs' search processes that lead to the discovery of opportunities for creating social ventures; and articulate the major ethical concerns social entrepreneurs might encounter. We conclude by outlining implications for entrepreneurs and advancing an agenda for future research, especially the ethics of social entrepreneurship.10aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aGedajlovic, Eric1 aNeubaum, Donald1 aShulman, Joel, M.  u/biblio/typology-social-entrepreneurs-motives-search-processes-and-ethical-challenges-000621nas a2200145   4500008004100000245012300041210006900164260002200233653000800255653003200263100001600295700001700311700001700328856013000345       2009                        eng d00aWhen do excess human resources enhance exploration? The moderating effects of communication, coordination, and control0 aWhen do excess human resources enhance exploration The moderatin  aChicago, ILc200910aMBA10aStrategy & Entrepreneurship1 aTzabbar, D.1 aAmburgey, T.1 aVestal, Alex  u/biblio/when-do-excess-human-resources-enhance-exploration-moderating-effects-communication-000540nas a2200145   4500008004100000245006700041210006500108260000900173300002300182490000700205653003200212100002500244700002300269856010200292       2008                        eng d00aBetter in pairs?: Interactions between alliances and corporate0 aBetter in pairs Interactions between alliances and corporate  c2008  a626-640, Article 40 v2810aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aLiPuma, Joseph, A.  u/biblio/better-pairs-interactions-between-alliances-and-corporate00515nas a2200133   4500008004100000245006300041210006300104260002600167653002100193653003200214100002100246700001800267856009600285       2008                        eng d00aCauses and conditions for venture capital in Latin America0 aCauses and conditions for venture capital in Latin America  aWashington D.C.c200810aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aJunkunc, Marc  u/biblio/causes-and-conditions-venture-capital-latin-america00698nas a2200193   4500008004100000245009700041210006900138260000900207300001400216490000700230653001500237653003200252100001800284700001800302700002000320700001800340700001800358856012800376       2008                        eng d00aCulture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship0 aCulture of Family Commitment and Strategic Flexibility The Moder  c2008  a1035-10540 v3210aManagement10aStrategy & Entrepreneurship1 aZahra, Shaker1 aHayton, James1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/culture-family-commitment-and-strategic-flexibility-moderating-effect-stewardship-000549nas a2200145   4500008004100000245006500041210006400106260002600170653001500196653003200211100002100243700001800264700002000282856010100302       2008                        eng d00aDisabled Enterpreneurs: A Model of Entrepreneurial Intention0 aDisabled Enterpreneurs A Model of Entrepreneurial Intention  aChapel Hill, NCc200810aManagement10aStrategy & Entrepreneurship1 aBaldridge, David1 aDibrell, Clay1 aNeubaum, Donald  u/biblio/disabled-enterpreneurs-model-entrepreneurial-intention-000500nas a2200121   4500008004100000245006600041210006600107260002500173653002100198653003200219100002100251856010600272       2008                        eng d00aEntrepreneurial Strategies Versus Institutional Interventions0 aEntrepreneurial Strategies Versus Institutional Interventions  aMiami, Floridac200810aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/entrepreneurial-strategies-versus-institutional-interventions02037nas a2200193   4500008004100000245009700041210006900138260000900207300001200216490000700228520136700235653003201602100001701634700002001651700001701671700001301688700001501701856012701716       2008                        eng d00aThe evolution and internalization of international joint ventures in a transitioning economy0 aevolution and internalization of international joint ventures in  c2008  a491-5070 v393 aAlthough international joint ventures (IJVs) may mature over time and develop competitive viability, they maintain some risk of instability owing to their shared ownership. Such instability can ultimately lead to their internalization by one of the partners. In this study, we consider factors that influence (1) whether IJVs evolve toward becoming a wholly owned subsidiary, and (2) which parent (foreign or local) gains ownership of the venture. We use a sample of Hungarian joint ventures, and find that only when there is both a power imbalance between the parents and high levels of conflict is the likelihood that the joint venture converts to a wholly owned subsidiary enhanced. The extent to which the joint venture has learned from the foreign parent indirectly determines which parent gains full ownership. Extensive knowledge transfer to a joint venture in a transitioning economy combined with high levels of conflict increases the likelihood of the foreign parent gaining full ownership. In contrast, when there is extensive knowledge transfer and low conflict between the parents, the local parent is more likely to internalize the venture. Our results suggest that the relationship between partner power and outcomes in ventures is more complex than originally believed, and is contingent upon the level of conflict between the parents of the IJV.10aStrategy & Entrepreneurship1 aSteensma, K.1 aBarden, Jeffrey1 aDhanaraj, C.1 aLyles, M1 aTihanyi, L  u/biblio/evolution-and-internalization-international-joint-ventures-transitioning-economy-000692nas a2200169   4500008004100000245014600041210006900187260000900256300001200265490000700277653001500284653003200299100001800331700001800349700001800367856013700385       2008                        eng d00aFounding family influence and the moderating effects of product market competition on firm performance: Implications for corporate governance0 aFounding family influence and the moderating effects of product   c2008  a335-3440 v2010aManagement10aStrategy & Entrepreneurship1 aRandoy, Trond1 aDibrell, Clay1 aCraig, Justin  u/biblio/founding-family-influence-and-moderating-effects-product-market-competition-firm-performance00590nas a2200193   4500008004100000245004500041210004500086260000900131300001200140490000600152653003200158100002200190700002000212700002000232700002000252700002200272710001800294856008400312       2008                        eng d00aGlobalization of Social Entrepreneurship0 aGlobalization of Social Entrepreneurship  c2008  a117-1310 v210aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aRawhouser, Hans1 aBhawe, Nachiket1 aNeubaum, Donald1 aHayton, James, C.1 aEmptyAuthNode  u/biblio/globalization-social-entrepreneurship-000590nas a2200133   4500008004100000245011000041210006900151260001800220653003200238100001600270700002200286700002200308856012600330       2008                        eng d00aGoing to war to keep up with the Joneses: Questions about earnings effects on U.S. military pilot service0 aGoing to war to keep up with the Joneses Questions about earning  aAnaheimc200810aStrategy & Entrepreneurship1 aMaue, Brian1 aMurnieks, Charles1 aFerrante, Claudia  u/biblio/going-war-keep-joneses-questions-about-earnings-effects-us-military-pilot-service00528nas a2200121   4500008004100000245008800041210006900129260002200198653002100220653003200241100002100273856011200294       2008                        eng d00aHarvesting Rawls Bounty: Growing an Environmental Ethic from the Work of John Rawls0 aHarvesting Rawls Bounty Growing an Environmental Ethic from the   aAnaheim, CAc200810aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/harvesting-rawls-bounty-growing-environmental-ethic-work-john-rawls00628nas a2200145   4500008004100000245011100041210006900152260002600221653001500247653003200262100001800294700001800312700002100330856013100351       2008                        eng d00aThe Impact of Firm Natural Environment Policy on the Market Orientation to Innovation Relationship in SMEs0 aImpact of Firm Natural Environment Policy on the Market Orientat  aChapel Hill, NCc200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aHansen, Eric, N.  u/biblio/impact-firm-natural-environment-policy-market-orientation-innovation-relationship-smes00373nas a2200121   4500008004100000245002500041210002400066260002500090653003200115100001600147700002200163856006600185       2008                        eng d00aInnovation Radar 2.00 aInnovation Radar 20  aWashington, DCc200810aStrategy & Entrepreneurship1 aChen, Jiyao1 aSawhney, Mohanbir  u/biblio/innovation-radar-20-000619nas a2200169   4500008004100000245008600041210006900127260000900196300001200205490000700217653003200224100001200256700002200268700001500290700001800305856012600323       2008                        eng d00aInternal sequential innovations: How does interrelatedness affect patent renewal?0 aInternal sequential innovations How does interrelatedness affect  c2008  a946-9530 v3710aStrategy & Entrepreneurship1 aLiu, K.1 aArthurs, Jonathan1 aCullen, J.1 aAlexander, R.  u/biblio/internal-sequential-innovations-how-does-interrelatedness-affect-patent-renewal-000473nas a2200109   4500008004100000245006900041210006800110260001800178653003200196100002600228856010900254       2008                        eng d00aLe capital-risque et les jeunes entreprises innovantes en France0 aLe capitalrisque et les jeunes entreprises innovantes en France  aFutuRISc200810aStrategy & Entrepreneurship1 aGerasymenko, Violetta  u/biblio/le-capital-risque-et-les-jeunes-entreprises-innovantes-en-france00586nas a2200145   4500008004100000245009200041210006900133260000900202653001500211653003200226100001800258700001800276700001800294856012800312       2008                        eng d00aLeveraging family-based brand identity to enhance firm competitiveness and performance.0 aLeveraging familybased brand identity to enhance firm competitiv  c200810aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aDibrell, Clay1 aDavis, P., S.  u/biblio/leveraging-family-based-brand-identity-enhance-firm-competitiveness-and-performance00663nas a2200169   4500008004100000245010300041210006900144260000900213300001200222490000700234653003200241100002200273700002200295700002100317700002000338856013500358       2008                        eng d00aManagerial agents watching other agents:  Multiple agency conflicts regarding underpricing in IPOs0 aManagerial agents watching other agents Multiple agency conflict  c2008  a277-2940 v5110aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aHoskisson, R., E.1 aBusenitz, L., W.1 aJohnson, R., A.  u/biblio/managerial-agents-watching-other-agents-multiple-agency-conflicts-regarding-underpricing-001759nas a2200181   4500008004100000245009000041210006900131260002700200300001400227490001200241520110000253653001501353653003201368100002101400700001801421700002001439856011801459       2008                        eng d00aA Model Of Entrepreneurial Intentions Within The Persons With Disabilities Population0 aModel Of Entrepreneurial Intentions Within The Persons With Disa  aChapel Hill, NC.c2008  aArticle 40 vVol. 283 aWhile self-employment presents many challenges, an entrepreneurial path for a person with a<br>disability can mean the difference between unemployment or severe underemployment and a truly<br>exceptional and prosperous career. Recent research highlights the importance of entrepreneurial<br>intentions (i.e., the interest of a person in starting, acquiring or buying a business) as a precursor<br>to entrepreneurial behavior (Zhao et al., 2005). Further, entrepreneurial self-efficacy (Zhao et al.,<br>2005), defined as the level of confidence individuals have to identify new opportunities, create<br>products, think creatively, or commercialize an idea, is positively associated with entrepreneurial<br>intention. In reviewing the literature on people with disabilities, however, we find reason to believe<br>that this model does not fully explain the entrepreneurial activities of persons with disabilities.<br>Thus, we integrate the literatures on entrepreneurship and people with disabilities to propose a<br>refined model. A few of the propositions offered by our model are included below.10aManagement10aStrategy & Entrepreneurship1 aBaldridge, David1 aDibrell, Clay1 aNeubaum, Donald  u/biblio/model-entrepreneurial-intentions-within-persons-disabilities-population-000599nas a2200145   4500008004100000245010100041210006900142260000900211653001500220653003200235100001800267700002100285700002000306856012700326       2008                        eng d00aA Model Of The Impact Of Disability Attributes On Career Utility And Entrepreneurial Intentions.0 aModel Of The Impact Of Disability Attributes On Career Utility A  c200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aBaldridge, David1 aNeubaum, Donald  u/biblio/model-impact-disability-attributes-career-utility-and-entrepreneurial-intentions-000593nas a2200157   4500008004100000245007000041210006900111260002200180653002100202653003200223100001900255700002100274700001800295700001200313856011000325       2008                        eng d00aResource combinations behind entrepreneurial internationalization0 aResource combinations behind entrepreneurial internationalizatio  aAnaheim, CAc200810aEntrepreneurship10aStrategy & Entrepreneurship1 aQian, Gongming1 aKhoury, Theodore1 aPeng, Mike, W1 aLi, Lee  u/biblio/resource-combinations-behind-entrepreneurial-internationalization00453nas a2200121   4500008004100000245005500041210005500096260002200151653002100173653003200194100002100226856008400247       2008                        eng d00aRob Rogers and the Case of the Annoying Audiophile0 aRob Rogers and the Case of the Annoying Audiophile  aOakland, CAc200810aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/rob-rogers-and-case-annoying-audiophile00508nas a2200133   4500008004100000245006100041210005600102260003400158653003200192100002400224700001600248700001800264856009200282       2008                        eng d00aThe  Role of Autonomous Teams in New Product Development0 aRole of Autonomous Teams in New Product Development  aCape Town, South Africac200810aStrategy & Entrepreneurship1 aPatamakul, Peerasit1 aChen, Jiyao1 aLynn, Gary, S  u/biblio/role-autonomous-teams-new-product-development-000618nas a2200145   4500008004100000245010400041210006900145260002200214653001500236653003200251100001800283700001800301700002000319856013300339       2008                        eng d00aStrategic Planning And Flexibility As Governance Control Mechanisms In Family And Non-Family Firms.0 aStrategic Planning And Flexibility As Governance Control Mechani  aAnaheim, CAc200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/strategic-planning-and-flexibility-governance-control-mechanisms-family-and-non-family-000561nas a2200145   4500008004100000245007600041210006900117260002200186653001500208653003200223100001400255700002100269700001800290856010700308       2008                        eng d00aToward A Model Of Issue Selling By Successor Generation In Family Firms0 aToward A Model Of Issue Selling By Successor Generation In Famil  aAnaheim, CAc200810aManagement10aStrategy & Entrepreneurship1 aYan, Ling1 aBaldridge, David1 aCraig, Justin  u/biblio/toward-model-issue-selling-successor-generation-family-firms-000500nas a2200145   4500008004100000245005200041210005200093260002300145653001500168653003200183100001400215700002100229700001800250856008600268       2008                        eng d00aToward a Model of Issue Selling in Family Firms0 aToward a Model of Issue Selling in Family Firms  aAlberta, CANc200810aManagement10aStrategy & Entrepreneurship1 aLing, Yan1 aBaldridge, David1 aCraig, Justin  u/biblio/toward-model-issue-selling-family-firms-000521nas a2200121   4500008004100000245008100041210006900122260002500191653002100216653003200237100002100269856010900290       2008                        eng d00aWho cares about the natural environment in the microfinance lending process?0 aWho cares about the natural environment in the microfinance lend  aBirmingham, UKc200810aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/who-cares-about-natural-environment-microfinance-lending-process00539nas a2200145   4500008004100000245006600041210006400107260002900171653001500200653003200215100001800247700001600265700001800281856009400299       2007                        eng d00aBeing the boss and working for a boss: Upsides and downsides.0 aBeing the boss and working for a boss Upsides and downsides  aSydney, Australia.c200710aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aSchaper, M.1 aDibrell, Clay  u/biblio/being-boss-and-working-boss-upsides-and-downsides00595nas a2200133   4500008004100000245010400041210006900145260002900214653001500243653003200258100001800290700001800308856013500326       2007                        eng d00aBetween a strategic rock and a hard place: Planning and flexibility in family and non-family firms.0 aBetween a strategic rock and a hard place Planning and flexibili  aSydney, Australia.c200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin  u/biblio/between-strategic-rock-and-hard-place-planning-and-flexibility-family-and-non-family-firms00546nas a2200121   4500008004100000245008800041210006900129260003400198653002100232653003200253100002100285856011800306       2007                        eng d00aCatalyzing Cradle to Cradle through Entrepreneurship: Waste = Food 鈮� Effectuation0 aCatalyzing Cradle to Cradle through Entrepreneurship Waste Food   aSanta Clara, Californiac200710aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/catalyzing-cradle-cradle-through-entrepreneurship-waste-food-effectuation00508nas a2200121   4500008004100000245006000041210005800101260006200159653002100221653003200242100002100274856009100295       2007                        eng d00aConformity, fads, and the legitimation of firm strategy0 aConformity fads and the legitimation of firm strategy  aSociety of Entrepreneurship Scholars, Columbus, OH.c200710aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/conformity-fads-and-legitimation-firm-strategy01335nas a2200157   4500008004100000245010100041210006900142260000900211300001400220490000700234520073500241653003200976100002001008700001701028856013201045       2007                        eng d00aDisentangling the influences of leaders' relational embeddedness on interorganizational exchange0 aDisentangling the influences of leaders relational embeddedness   c2007  a1440-14610 v503 aDrawing on the concept of relational embeddedness and the associated mechanisms of mutual understanding, trust, and commitment, we examine how leaders' prior exchange experiences influence the likelihood of subsequent interorganizational exchange. We begin to develop a microlevel model of organization-level relations that accounts for nodal multiplexity. In data on baseball player trades, we found that individual leaders' ties affected exchanges less than did an organization's other ties. The sharing of exchange experiences by organizations and their current leaders increased the influences of those experiences on exchange behavior. Thus, leaders have more influence within their organizational contexts than in isolation.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aMitchell, W.  u/biblio/disentangling-influences-leaders-relational-embeddedness-interorganizational-exchange-000648nas a2200181   4500008004100000245008700041210006900128260000900197300001000206490000700216653002100223653001500244653003200259100001800291700001400309700001800323856012500341       2007                        eng d00aDynamic strategic planning: Achieving strategic flexibility through formalization.0 aDynamic strategic planning Achieving strategic flexibility throu  c2007  a21-350 v1310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon1 aBull, Lyndall  u/biblio/dynamic-strategic-planning-achieving-strategic-flexibility-through-formalization00647nas a2200169   4500008004100000245008400041210006900125260002600194653001500220653003200235100002000267700001800287700001800305700001800323700001800341856011800359       2007                        eng d00aFamily Culture and Strategic Flexibility: The Moderating Effects of Stewardship0 aFamily Culture and Strategic Flexibility The Moderating Effects   aStarksville, MSc200710aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aCraig, Justin1 aDibrell, Clay1 aHayton, James1 aZahra, Shaker  u/biblio/family-culture-and-strategic-flexibility-moderating-effects-stewardship-000520nas a2200145   4500008004100000245006200041210006200103260000900165653001500174653003200189100001800221700001800239700001800257856009900275       2007                        eng d00aFueling innovation through information technology in SMEs0 aFueling innovation through information technology in SMEs  c200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aCraig, Justin  u/biblio/fueling-innovation-through-information-technology-smes00578nas a2200133   4500008004100000245009100041210006900132260002700201653002100228653003200249100002100281700001900302856012300321       2007                        eng d00aThe institutional reform of intellectual property rights and FDI in emerging economies0 ainstitutional reform of intellectual property rights and FDI in   aPhiladelphia, PAc200710aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aPeng, Mike, W.  u/biblio/institutional-reform-intellectual-property-rights-and-fdi-emerging-economies-000573nas a2200133   4500008004100000245009100041210006900132260002400201653002100225653003200246100002100278700001900299856012100318       2007                        eng d00aThe institutional reform of intellectual property rights and FDI in emerging economies0 ainstitutional reform of intellectual property rights and FDI in   aSan Diego, CAc200710aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aPeng, Mike, W.  u/biblio/institutional-reform-intellectual-property-rights-and-fdi-emerging-economies00725nas a2200169   4500008004100000245017600041210006900217260000900286300001100295490000700306653001500313653003200328100002100360700001800381700002000399856013600419       2007                        eng d00aIntegration of value chain position and Porters (1980) competitive strategies in the market orientation conversation: An examination of upstream and downstream activities.0 aIntegration of value chain position and Porters 1980 competitive  c2007  a91-1060 v1310aManagement10aStrategy & Entrepreneurship1 aNicovich, Stefan1 aDibrell, Clay1 aDavis, Peter, S  u/biblio/integration-value-chain-position-and-porters-1980-competitive-strategies-market-orientation00549nas a2200133   4500008004100000245006900041210006700110260002800177653002100205653003200226100002100258700002700279856010900306       2007                        eng d00aIntellectual property rights reform, institutions, and patenting0 aIntellectual property rights reform institutions and patenting  aPhiladelphia, PA.c200710aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aCuervo-Cazurra, Alvaro  u/biblio/intellectual-property-rights-reform-institutions-and-patenting-000548nas a2200133   4500008004100000245006900041210006700110260002700177653002100204653003200225100002100257700002700278856010900305       2007                        eng d00aIntellectual property rights reform, institutions, and patenting0 aIntellectual property rights reform institutions and patenting  aIndianapolis, INc200710aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aCuervo-Cazurra, Alvaro  u/biblio/intellectual-property-rights-reform-institutions-and-patenting-100542nas a2200133   4500008004100000245006800041210006700109260002400176653002100200653003200221100002100253700002700274856010700301       2007                        eng d00aIntellectual property rights reform, institutions and patenting0 aIntellectual property rights reform institutions and patenting  aSan Diego, CAc200710aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aCuervo-Cazurra, Alvaro  u/biblio/intellectual-property-rights-reform-institutions-and-patenting00489nas a2200121   4500008004100000245006300041210006000104260002800164653002100192653003200213100002100245856010100266       2007                        eng d00aIsomorphism and legitimacy within biotech IPOs: 1982-2001.0 aIsomorphism and legitimacy within biotech IPOs 19822001  aPhiladelphia, PA.c200710aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/isomorphism-and-legitimacy-within-biotech-ipos-1982-200100623nas a2200157   4500008004100000245009600041210006900137260000900206300001600215490000700231653003200238100002200270700002000292700002300312856013000335       2007                        eng d00aKnowledge Sharing and Technological Capabilities: The Moderating Role of Family Involvement0 aKnowledge Sharing and Technological Capabilities The Moderating   c2007  a1070 - 10790 v6010aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aLarraneta, Barabar  u/biblio/knowledge-sharing-and-technological-capabilities-moderating-role-family-involvement-000608nas a2200145   4500008004100000245009100041210006900132260003000201653001500231653003200246100001800278700001800296700001800314856013000332       2007                        eng d00aLeveraging family-based brand identity to enhance firm competitiveness and performance0 aLeveraging familybased brand identity to enhance firm competitiv  aFort Lauderdale, FLc200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aDavis, P., S.  u/biblio/leveraging-family-based-brand-identity-enhance-firm-competitiveness-and-performance-000615nas a2200157   4500008004100000245009000041210006900131260002400200653001500224653003200239100001600271700001800287700001600305700001800321856011800339       2007                        eng d00aMeasuring legitimacy of startups: The development of constructs and their parameters.0 aMeasuring legitimacy of startups The development of constructs a  aPortland, OR.c200710aManagement10aStrategy & Entrepreneurship1 aJohnson, A.1 aDibrell, Clay1 aHolcomb, R.1 aCraig, Justin  u/biblio/measuring-legitimacy-startups-development-constructs-and-their-parameters00633nas a2200145   4500008004100000245011000041210006900151260002700220653001500247653003200262100002000294700001800314700001800332856013700350       2007                        eng d00aNavigating the Competitive Landscape: The Mediating Role of Innovation in Strategic Planning Capabilities0 aNavigating the Competitive Landscape The Mediating Role of Innov  aPhiladelphia, PAc200710aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/navigating-competitive-landscape-mediating-role-innovation-strategic-planning-capabilities-000631nas a2200157   4500008004100000245009100041210006900132260002900201653001500230653003200245100001800277700001600295700001800311700001900329856012500348       2007                        eng d00aOvercoming liability of newness through legitimacy: A stakeholder salience perspective0 aOvercoming liability of newness through legitimacy A stakeholder  aSydney, Australia.c200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aJohnson, A.1 aCraig, Justin1 aMoores, K., J.  u/biblio/overcoming-liability-newness-through-legitimacy-stakeholder-salience-perspective00690nas a2200169   4500008004100000245011400041210006900155260002400224653001500248653003200263100001800295700001900313700002000332700001600352700001800368856013400386       2007                        eng d00aThe Road to Legitimacy: A Study of Startups and their Established Competitors in the Australian Wine Industry0 aRoad to Legitimacy A Study of Startups and their Established Com  aMadrid, Spainc200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aJohnson, Aaron1 aDavis, Peter, S1 aMoores, Ken1 aCraig, Justin  u/biblio/road-legitimacy-study-startups-and-their-established-competitors-australian-wine-industry00493nas a2200133   4500008004100000245006200041210005800103260002300161653003200184100001700216700001600233700002200249856008800271       2007                        eng d00aThe role of affect in the opportunity recognition process0 arole of affect in the opportunity recognition process  aPhiladelphiac200710aStrategy & Entrepreneurship1 aDer Foo, Maw1 aUy, Marilyn1 aMurnieks, Charles  u/biblio/role-affect-opportunity-recognition-process00501nas a2200157   4500008004100000245003600041210003600077260002300113653003200136100002100168710001800189700002100207700002000228700002000248856007500268       2007                        eng d00aSocial Role of Entrepreneurship0 aSocial Role of Entrepreneurship  aOakbrook, ILc200710aStrategy & Entrepreneurship1 aZahra, Shaker, A1 aEmptyAuthNode1 aHayton, James, C1 aNeubaum, Donald1 aRawhouser, Hans  u/biblio/social-role-entrepreneurship-000576nas a2200133   4500008004100000245010400041210006900145260000900214653003200223100002000255700001800275700001900293856013000312       2007                        eng d00aTop Management Risk Taking, and the Role of Strategic Learning as Determinants of Market Pioneering0 aTop Management Risk Taking and the Role of Strategic Learning as  c200710aStrategy & Entrepreneurship1 aGarrett, Robert1 aCovin, J., G.1 aSlevin, D., P.  u/biblio/top-management-risk-taking-and-role-strategic-learning-determinants-market-pioneering00417nas a2200121   4500008004100000245003600041210003200077260004000109653002100149653003200170100002100202856007200223       2007                        eng d00aWaste + Entrepreneurship = Food0 aWaste Entrepreneurship Food  aDePaul University Chicago, ILc200710aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/waste-entrepreneurship-food00472nas a2200121   4500008004100000245005800041210005700099260002400156653003200180100002200212700002300234856009300257       2007                        eng d00aWho am I? Looking inside the entrepreneurial identity0 aWho am I Looking inside the entrepreneurial identity  aMadrid, Spainc200710aStrategy & Entrepreneurship1 aMurnieks, Charles1 aMosakowski, Elaine  u/biblio/who-am-i-looking-inside-entrepreneurial-identity00505nas a2200121   4500008004100000245007300041210006900114260002500183653002100208653003200229100002100261856010100282       2007                        eng d00aWho cares about the natural environment in the microfinance process?0 aWho cares about the natural environment in the microfinance proc  aTurku, Finlandc200710aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/who-cares-about-natural-environment-microfinance-process00697nas a2200169   4500008004100000245012200041210006900163260002200232653001500254653003200269100002000301700001800321700001700339700001700356700002100373856013300394       2006                        eng d00aBusiness education, personal moral philosophies and 鈥減rofits-first鈥� mentalities: An empirical response to critics0 aBusiness education personal moral philosophies and profitsfirst   aAltanta, GAc200610aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDrexler, John1 aLarson, Erik1 aPagell, Mark1 aMcKee-Ryan, Fran  u/biblio/business-education-personal-moral-philosophies-and-profits-first-mentalities-empirical-001200nas a2200181   4500008004100000245009100041210006900132260000900201300001200210490000700222520055900229653003200788100001400820700001500834700002200849700002000871856012700891       2006                        eng d00aCognitive underpinnings of institutional persistence and change: A framing perspective0 aCognitive underpinnings of institutional persistence and change   c2006  a347-3660 v323 aWe integrate the predictions of prospect theory, the threat-rigidity hypothesis, and institutional theory to suggest how patterns of institutional persistence and change depend on whether decision makers view environmental shifts as potential opportunities for or threats to gaining legitimacy. We argue that in the event that decision makers face ambiguity in their reading of the environment, they initiate decoupled substantive and symbolic actions that simultaneously accommodate the predictions of prospect theory and the threat-rigidity hypothesis.10aStrategy & Entrepreneurship1 aGeorge, E1 aSitkin, S.1 aChattopadhyay, P.1 aBarden, Jeffrey  u/biblio/cognitive-underpinnings-institutional-persistence-and-change-framing-perspective-000597nas a2200121   4500008004100000245013000041210006900171260002400240653002100264653003200285100002100317856013700338       2006                        eng d00aCreative obstruction: Innovation and uncertainty amidst intellectual property reform, Business as an Agent for World Benefit.0 aCreative obstruction Innovation and uncertainty amidst intellect  aCleveland. OHc200610aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/creative-obstruction-innovation-and-uncertainty-amidst-intellectual-property-reform-business00564nas a2200145   4500008004100000245008600041210006900127260000900196300001200205490000700217653003200224100002200256700002100278856011900299       2006                        eng d00aDynamic capabilities and venture performance:  The effects of venture capitalists0 aDynamic capabilities and venture performance The effects of vent  c2006  a195-2150 v2110aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aBusenitz, L., W.  u/biblio/dynamic-capabilities-and-venture-performance-effects-venture-capitalists-000605nas a2200157   4500008004100000245009200041210006900133260000900202300001400211490000700225653003200232100002200264700002000286700001700306856012400323       2006                        eng d00aThe Effects of Ownership and Governance on SMEs International Knowledge-based Resources0 aEffects of Ownership and Governance on SMEs International Knowle  c2006  a309 - 3270 v2910aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aNaldi, Lucia  u/biblio/effects-ownership-and-governance-smes-international-knowledge-based-resources-000510nas a2200109   4500008004100000245010100041210006900142260000900211653003200220100002000252856012800272       2006                        eng d00aEmployee Stock Ownership as a Moderator of the Relationship between R&D Intensity and Innovation0 aEmployee Stock Ownership as a Moderator of the Relationship betw  c200610aStrategy & Entrepreneurship1 aGarrett, Robert  u/biblio/employee-stock-ownership-moderator-relationship-between-rd-intensity-and-innovation00473nas a2200121   4500008004100000245006000041210005900101260001800160653003200178100002200210700002300232856009600255       2006                        eng d00aEntrepreneurial passion: An identity theory perspective0 aEntrepreneurial passion An identity theory perspective  aAtlantac200610aStrategy & Entrepreneurship1 aMurnieks, Charles1 aMosakowski, Elaine  u/biblio/entrepreneurial-passion-identity-theory-perspective00447nas a2200121   4500008004100000245005600041210005400097260000900151653002100160653003200181100002100213856009100234       2006                        eng d00aEntrepreneurship for non-Commerce majors, COMM 468N0 aEntrepreneurship for nonCommerce majors COMM 468N  c200610aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/entrepreneurship-non-commerce-majors-comm-468n00561nas a2200133   4500008004100000245008800041210006900129260002300198653002100221653003200242100002100274700001500295856011700310       2006                        eng d00aThe forms, foci, and methods shaping contributions in alliance research: 1996-2004.0 aforms foci and methods shaping contributions in alliance researc  aAtlanta, GA.c200610aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aSalk, Jane  u/biblio/forms-foci-and-methods-shaping-contributions-alliance-research-1996-200400575nas a2200145   4500008004100000245007900041210006900120260001800189653003200207100002000239700002200259700002100281700001800302856010900320       2006                        eng d00aThe influence of cognitive alignment on venture capitalist decision making0 ainfluence of cognitive alignment on venture capitalist decision   aIndianac200610aStrategy & Entrepreneurship1 aHaynie, Michael1 aMurnieks, Charles1 aWiltbank, Robert1 aHarting, Troy  u/biblio/influence-cognitive-alignment-venture-capitalist-decision-making00598nas a2200133   4500008004100000245010500041210006900146260002300215653002100238653003200259100002100291700001900312856013300331       2006                        eng d00aInstitutional change and strategic response: Exploring intellectual property reform in Latin America0 aInstitutional change and strategic response Exploring intellectu  aAtlanta, GA.c200610aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aPeng, Mike, W.  u/biblio/institutional-change-and-strategic-response-exploring-intellectual-property-reform-latin01368nas a2200157   4500008004100000245013600041210006900177260000900246300000900255490000700264520073300271653003201004100002001036700002201056856013201078       2006                        eng d00aInstitutional Ownership and Corporate Social Performance:  The Moderating Effect of Investment Horizon, Activitism and Coordination0 aInstitutional Ownership and Corporate Social Performance The Mod  c2006  a1-240 v323 aScandals at Enron and WorldCom have thrust debates concerning corporate governance and corporate social performance (CSP) to the forefront of the minds of shareholders, managers, and public policy makers. Relying on the theory of stakeholder salience, the authors suggest that institutional owners' investment horizons, as well as the frequency and coordination of institutional owners' activism, moderate the institutional ownership -CSP relationship. Data collected in 1995 and 2000 from the Fortune 500 firms show that long-term institutional ownership is positively associated with CSP and that the frequency and coordination of activism interact with long-term institutional holdings to positively affect CSP 3 years later.10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aZahra, Shaker, A.  u/biblio/institutional-ownership-and-corporate-social-performance-moderating-effect-investment-000612nas a2200181   4500008004100000245007200041210006900113260000900182300001200191490000700203653002100210653001500231653003200246100001700278700001800295700001400313856010300327       2006                        eng d00aMarket orientation, strategy, and performance in the forest industr0 aMarket orientation strategy and performance in the forest indust  c2006  a209-2200 v5210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aHansen, Eric1 aDibrell, Clay1 aDown, Jon  u/biblio/market-orientation-strategy-and-performance-forest-industr00577nas a2200133   4500008004100000245009800041210006900139260001800208653001500226653003200241100001800273700002000291856013200311       2006                        eng d00aPerformance implications of temporal orientation and IT in organization-environment alignment0 aPerformance implications of temporal orientation and IT in organ  aAtlantac200610aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, Peter, S  u/biblio/performance-implications-temporal-orientation-and-it-organization-environment-alignment00478nas a2200121   4500008004100000245006000041210006000101260002700161653002100188653003200209100002100241856009400262       2006                        eng d00aSix Good Reasons to Include Competitors as Stakeholders0 aSix Good Reasons to Include Competitors as Stakeholders  aAtlanta, Georgiac200610aEntrepreneurship10aStrategy & Entrepreneurship1 aArcher, Geoffrey  u/biblio/six-good-reasons-include-competitors-stakeholders00576nas a2200145   4500008004100000245007200041210006900113260002600182653003200208100002000240700002100260700001900281700001800300856011200318       2006                        eng d00aSocial Entrepreneurship: Domain, Contributions and Ethical Dilemnas0 aSocial Entrepreneurship Domain Contributions and Ethical Dilemna  aMinneapolis, MNc200610aStrategy & Entrepreneurship1 aNeubaum, Donald1 aZahra, Shaker, A1 aGedlovic, Eric1 aShulman, Joel  u/biblio/social-entrepreneurship-domain-contributions-and-ethical-dilemnas-000495nas a2200133   4500008004100000245005700041210005300098260002600151653002100177653003200198100002100230700001700251856009300268       2006                        eng d00aStrategic isomorphism, legitimacy & IPO performance.0 aStrategic isomorphism legitimacy IPO performance  aPittsburgh, PA.c200610aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore1 aDeeds, David  u/biblio/strategic-isomorphism-legitimacy-ipo-performance00527nas a2200133   4500008004100000245007100041210006900112260002500181653003200206100001300238700001600251700001500267856011100282       2006                        eng d00aVirtual Team, Uncertainty, and New Product Development Performance0 aVirtual Team Uncertainty and New Product Development Performance  aBeijing, Chinac200610aStrategy & Entrepreneurship1 aJing, Ma1 aChen, Jiyao1 aLynn, Gary  u/biblio/virtual-team-uncertainty-and-new-product-development-performance-000444nas a2200133   4500008004100000245004700041210004600088260000900134490001700143653003200160100001700192700001500209856008600224       2005                        eng d00aAccelerating Innovation at Hewlett-Packard0 aAccelerating Innovation at HewlettPackard  c20050 vJan/Feb 200510aStrategy & Entrepreneurship1 aGobeli, Dave1 aRivas, Rio  u/biblio/accelerating-innovation-hewlett-packard-000584nas a2200121   4500008004100000245013100041210006900172260002200241653003200263100001500295700002200310856013000332       2005                        eng d00aAccepting members into the family: The role of conferences in moving outliers into the mainstream of entrepreneurship research0 aAccepting members into the family The role of conferences in mov  aBabson Parkc200510aStrategy & Entrepreneurship1 aAziz, Asad1 aMurnieks, Charles  u/biblio/accepting-members-family-role-conferences-moving-outliers-mainstream-entrepreneurship00544nas a2200121   4500008004100000245009400041210006900135260002400204653002100228653003200249100002100281856012000302       2005                        eng d00aAn assessment of process theory and alliance research: Towards a framework for discourse.0 aassessment of process theory and alliance research Towards a fra  aHonolulu, HI.c200510aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/assessment-process-theory-and-alliance-research-towards-framework-discourse00554nas a2200145   4500008004100000245007200041210006900113260002300182653001500205653003200220100001800252700001800270700001400288856010600302       2005                        eng d00aChronicity and innovation as responses to environmental disruptions0 aChronicity and innovation as responses to environmental disrupti  aHonolulu, HIc200510aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aCarol, T.  u/biblio/chronicity-and-innovation-responses-environmental-disruptions01169nas a2200169   4500008004100000245005300041210005300094260000900147300001200156490000600168520063800174653003200812100001700844700002000861700002300881856009500904       2005                        eng d00aCorporate Innovation and Competitive Environment0 aCorporate Innovation and Competitive Environment  c2005  a313-3330 v13 aEmpirical studies have shown that the characteristics of the competitive environment influence the corporate innovation activities of U.S. firms. This study attempts to internationalize these studies in two ways. First, it examines the environment-corporate innovation relationship in Norwegian manufacturing firms. Second, it examines how the firms' corporate innovation activities are influenced by their international activities. Results indicate that environment and internationalization are positively related to corporate innovation, but models developed using U.S. firms may not be generalizable to firms from other countries.10aStrategy & Entrepreneurship1 aHuse, Morten1 aNeubaum, Donald1 aGabrielsson, Jonas  u/biblio/corporate-innovation-and-competitive-environment-000610nas a2200133   4500008004100000245011200041210006900153260004200222653003200264100001500296700001600311700002000327856012900347       2005                        eng d00aThe Critical Factors for Improving Company's Abilities to Develop New Products Faster and More Successfully0 aCritical Factors for Improving Companys Abilities to Develop New  aSt. John's Newfoundland, Canadac200510aStrategy & Entrepreneurship1 aLynn, Gary1 aChen, Jiyao1 aReilly, Richard  u/biblio/critical-factors-improving-companys-abilities-develop-new-products-faster-and-more-000555nas a2200121   4500008004100000245010000041210006900141260002100210653003200231100002000263700002100283856012900304       2005                        eng d00aDoes it pay to be nice?  Organizational care, performance and the moderating role of discretion0 aDoes it pay to be nice Organizational care performance and the m  aOrlando FLc200510aStrategy & Entrepreneurship1 aNeubaum, Donald1 aMaureen, Ambrose  u/biblio/does-it-pay-be-nice-organizational-care-performance-and-moderating-role-discretion-001522nas a2200169   4500008004100000245008500041210006900126260000900195300001200204490000700216520091200223653003201135100002301167700002501190700002001215856011701235       2005                        eng d00aThe Effect of Leader Moral Development on Ethical Climate and Employee Attitudes0 aEffect of Leader Moral Development on Ethical Climate and Employ  c2005  a135-1510 v973 aThis study examines the effect of leader moral development on the organization's ethical climate and employee attitudes. Results indicate that the relationship between leader moral development and ethical climate is moderated by two factors: the extent to which the leader utilizes his or her cognitive moral development (i.e., capacity for ethical reasoning), and the age of the organization. Specifically, the influence of the leader's moral development was stronger for high utilizing leaders, those whose moral actions were consistent with their moral reasoning. Additionally, the influence of the leader's moral development was stronger in younger organizations. Finally, as predicted, congruence between the leader's moral development and the employee's moral development was positively associated with job satisfaction and organizational commitment and negatively associated with turnover intentions.10aStrategy & Entrepreneurship1 aSchminke, Marshall1 aAmbrose, Maureen, L.1 aNeubaum, Donald  u/biblio/effect-leader-moral-development-ethical-climate-and-employee-attitudes-000566nas a2200133   4500008004100000245010400041210006900145260000900214653003200223100001600255700001300271700001800284856013000302       2005                        eng d00aEntrepreneurial Process and Improvisation:  How do Entrepreneurs Evaluate and Exploit Opportunities0 aEntrepreneurial Process and Improvisation How do Entrepreneurs E  c200510aStrategy & Entrepreneurship1 aChen, Jiyao1 aMa, Jing1 aLynn, Gary, S  u/biblio/entrepreneurial-process-and-improvisation-how-do-entrepreneurs-evaluate-and-exploit-001645nas a2200181   4500008004100000245016000041210006900201260000900270300001200279490000700291520093400298653001501232653003201247100001601279700001801295700001801313856013201331       2005                        eng d00aThe evolving role of cooperation among multinational corporations and indigenous organizations in transition economies: A migration away from confrontation0 aevolving role of cooperation among multinational corporations an  c2005  a223-2340 v403 aRecent trends toward greater globalization and the increasing number of transition economies are changing the nature of the relationships among multinational enterprises (MNEs), organizations in transition economies (OTEs), and the OTEs' governments from a traditional conflict-based perspective towards consisting of cooperation and collaboration. This paper draws on the theory of cooperation that incorporates the concepts of substitutability (substitution of goals), cathexis (commitment to a specific goal), and inducibility (open to influence) to describe the emerging interactive relationship between MNEs and OTEs. Due to changing global competitive trends, we propose that MNEs, OTEs, and transition economy governments act in their best interests through a continuum of cooperation and confrontation. We propose that the two theories of cooperation and confrontation are not paradoxical but are in effect complementary.10aManagement10aStrategy & Entrepreneurship1 aDanskin, P.1 aDibrell, Clay1 aKedia, B., L.  u/biblio/evolving-role-cooperation-among-multinational-corporations-and-indigenous-organizations00426nas a2200133   4500008004100000245003300041210002900074260002200103653003200125100002100157700002200178700002300200856006900223       2005                        eng d00aThe games entrepreneurs play0 agames entrepreneurs play  aBabson Parkc200510aStrategy & Entrepreneurship1 aGodesiabois, Joy1 aMurnieks, Charles1 aMosakowski, Elaine  u/biblio/games-entrepreneurs-play00518nas a2200157   4500008004100000245009800041210006900139260000900208300001200217490000700229653003200236100001600268700002300284700001800307856003500325       2005                        eng d00aThe Impacts of Speed-to-Market on New Product Success:  The Moderating Effects of Uncertainty0 aImpacts of SpeedtoMarket on New Product Success The Moderating E  c2005  a199-2130 v5210aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard, R1 aLynn, Gary, S  uhttp://www.umsl.edu/~ieee-tem/00593nas a2200157   4500008004100000245008400041210006900125260000900194300001000203490000700213653003200220100002000252700002000272700002200292856012100314       2005                        eng d00aIncentives for Monitors: Director Stock-based Compensation and Firm Performance0 aIncentives for Monitors Director Stockbased Compensation and Fir  c2005  a81-900 v2110aStrategy & Entrepreneurship1 aCordiero, James1 aNeubaum, Donald1 aVeliyath, Rajaram  u/biblio/incentives-monitors-director-stock-based-compensation-and-firm-performance-100555nas a2200121   4500008004100000245010800041210006900149260002200218653003200240100001300272700001600285856013200301       2005                        eng d00aIndustry Structure and Technological Discontinuity:  The Contextual Demands of Entrepreneurial Activity0 aIndustry Structure and Technological Discontinuity The Contextua  aPortland ORc200510aStrategy & Entrepreneurship1 aJing, Ma1 aChen, Jiyao  u/biblio/industry-structure-and-technological-discontinuity-contextual-demands-entrepreneurial-000567nas a2200169   4500008004100000245006800041210006300109260000900172300001200181490000700193653001500200653003200215100001800247700001800265700001600283856009800299       2005                        eng d00aThe influence of internationalization on time-based competition0 ainfluence of internationalization on timebased competition  c2005  a173-1950 v4510aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aDanskin, P.  u/biblio/influence-internationalization-time-based-competition01688nas a2200169   4500008004100000245016200041210006900203260000900272300001200281490000700293520099800300653003201298100002001330700001701350700001401367856013701381       2005                        eng d00aThe influence of parent control structure on parent conflict in Vietnamese international joint ventures: an organizational justice-based contingency approach0 ainfluence of parent control structure on parent conflict in Viet  c2005  a156-1740 v363 aThere has been significant interest in understanding how the distribution of parental control over international joint ventures (IJV) influences IJV outcomes (e.g., parent conflict, survival, performance). Yet, the accumulation of research on the relationship between control structure and IJV outcomes has been somewhat inconclusive and even contradictory. We contribute to this research stream by developing an organizational justice-based contingency model relating parental control structure to parent conflict. We suggest that the level of conflict between IJV parents will depend on the consistencies between the control structure and parents' contribution of proprietary resources, and between control structure and the parents' abilities to effectively monitor operations. Our analysis of Vietnamese joint ventures provides some support for our model, and suggests that the relationship between parent control structure and IJV outcomes is perhaps more complex than previously thought.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aSteensma, K.1 aLyles, M.  u/biblio/influence-parent-control-structure-parent-conflict-vietnamese-international-joint-ventures-000617nas a2200145   4500008004100000245010500041210006900146260002200215653001500237653003200252100001800284700001800302700001800320856013300338       2005                        eng d00aInnovation and Firm Performance:  The Role of Information Technology in Small and Medium-Sized Firms0 aInnovation and Firm Performance The Role of Information Technolo  aOrlando, FLc200510aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aDibrell, Clay1 aDavis, P., S.  u/biblio/innovation-and-firm-performance-role-information-technology-small-and-medium-sized-firms01631nas a2200169   4500008004100000245010000041210006900141260000900210300001200219490000700231520099500238653003201233100002501265700002101290700002001311856013001331       2005                        eng d00aA Quantitative Content Analysis of the Characteristics of Rapid-growth Firms and Their Founders0 aQuantitative Content Analysis of the Characteristics of Rapidgro  c2005  a663-6870 v203 aA group of firms that is attracting attention are rapid-growth firms. These firms are of particular interest because rapid growth is an indication of market acceptance and firm success. By studying rapid-growth firms, researchers can help all firms better understand the attributes associated with firm growth. Despite these positive outcomes, however, rapid firm growth is difficult to achieve and maintain.This study adds to the literature through a quantitative content analysis of the narrative descriptions of 50 rapid-growth firms and a comparison group of 50 slow-growth companies. The purpose of the study was to draw from the narratives a list of empirically grounded growth-related attributes that are associated with rapid-growth firms. The findings of the study resulted in the advancement of a conceptual model of the attributes of rapid-growth firms in four areas: founder characteristics, firm attributes, business practices, and human resource management (HRM) practices. 
10aStrategy & Entrepreneurship1 aBarringer, Bruce, R.1 aJones, Foard, F.1 aNeubaum, Donald  u/biblio/quantitative-content-analysis-characteristics-rapid-growth-firms-and-their-founders-000541nas a2200157   4500008004100000245006800041210006400109260000900173300001200182490000600194653003200200100001600232700002000248700001500268856010000283       2005                        eng d00aThe Role of Uncertainty in Team Empowerment and NPD Performance0 aRole of Uncertainty in Team Empowerment and NPD Performance  c2005  a591-5990 v310aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  u/biblio/role-uncertainty-team-empowerment-and-npd-performance-000565nas a2200121   4500008004100000245013000041210006900171260000900240653001500249653003200264100002000296856012700316       2005                        eng d00aSeminars presented on strategic planning processes and techniques including use and implementation of the Balanced Scorecard.0 aSeminars presented on strategic planning processes and technique  c200510aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/seminars-presented-strategic-planning-processes-and-techniques-including-use-and-000430nas a2200133   4500008004100000245003700041210003500078260002200113653003200135100001600167700002300183700001800206856007200224       2005                        eng d00aSpeed: Too Much of a Good Thing?0 aSpeed Too Much of a Good Thing  aPortland ORc200510aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard, R1 aLynn, Gary, S  u/biblio/speed-too-much-good-thing-100488nas a2200121   4500008004100000245006800041210006600109260002300175653003200198100001600230700001500246856010500261       2005                        eng d00aUncertainty:  Opportunity and Threat in New Product Development0 aUncertainty Opportunity and Threat in New Product Development  aHonolulu, HIc200510aStrategy & Entrepreneurship1 aChen, Jiyao1 aLynn, Gary  u/biblio/uncertainty-opportunity-and-threat-new-product-development-000495nas a2200133   4500008004100000245005800041210005600099260002400155653003200179100001600211700002000227700001500247856009900262       2005                        eng d00aUncertainty, Team Empowerment and Time-Based Strategy0 aUncertainty Team Empowerment and TimeBased Strategy  aSan Diego, CAc200510aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  u/biblio/uncertainty-team-empowerment-and-time-based-strategy-000511nas a2200121   4500008004100000245007500041210006900116260002300185653001500208653003200223100002000255856011400275       2005                        eng d00aWorkshop presentation on strategic planning and competitive strategies0 aWorkshop presentation on strategic planning and competitive stra  aPortland, ORc200510aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/workshop-presentation-strategic-planning-and-competitive-strategies-000630nas a2200145   4500008004100000245011100041210006900152260002800221653001500249653003200264100001800296700001600314700002000330856013400350       2004                        eng d00aClassifying entrepreneurs Schumpeterian (innovator-entrepreneur) verses Kirznerian (producer-entrepreneur)0 aClassifying entrepreneurs Schumpeterian innovatorentrepreneur ve  aGlasgow, Scotlandc200410aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aGreen, Mark1 aJohnson, Debbie  u/biblio/classifying-entrepreneurs-schumpeterian-innovator-entrepreneur-verses-kirznerian-producer01687nas a2200181   4500008004100000245009400041210006900135260000900204300000900213490000700222520105200229653001501281653003201296100001801328700001701346700001801363856012401381       2004                        eng d00aEmpirical evaluation of an integrated supply chain model for small and medium sized firms0 aEmpirical evaluation of an integrated supply chain model for sma  c2004  a1-190 v173 aWith increased global competitive pressures, companies operating in these competitive environments are not only looking to their distribution division to save money, but also to generate competitive advantages. One technique is the integrated supply chain. However, this process has not met with success for all companies, leading some managers to consider the appropriateness of an integrated supply chain. This dearth of success could be attributed to the lack of scholarship to guide managers in their efforts to formulate and then implement their integrated supply chain strategies. In an effort to fill this gap, our paper draws on resource dependency theory and the realities of ever-increasing information technology sophistication as enablers of successful supply chain integration, resulting in the creation of our model to guide managers throughout this process. Through a Web-based survey, 329 responses were collected and analyzed through a structural equation modeling technique using LISREL to confirm the relationships in the model.10aManagement10aStrategy & Entrepreneurship1 aSakaguchi, T.1 aNicovich, S.1 aDibrell, Clay  u/biblio/empirical-evaluation-integrated-supply-chain-model-small-and-medium-sized-firms00650nas a2200157   4500008004100000245010200041210006900143260002800212653002100240653001500261653003200276100001400308700001800322700001800340856013400358       2004                        eng d00aEntrepreneurial firm success:  A triadic examination of strategy planning, choice and flexibility0 aEntrepreneurial firm success A triadic examination of strategy p  aGlasgow, Scotlandc200410aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aDibrell, Clay1 aCraig, Justin  u/biblio/entrepreneurial-firm-success-triadic-examination-strategy-planning-choice-and-flexibility00491nas a2200133   4500008004100000245005500041210005500096260003300151653001500184653003200199100001800231700001600249856009200265       2004                        eng d00aExploring generational differences in family firms0 aExploring generational differences in family firms  aNew Orleans, Louisianac200410aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aGreen, Mark  u/biblio/exploring-generational-differences-family-firms01411nas a2200169   4500008004100000245006700041210006500108260000900173300001200182490000700194520083000201653003201031100002001063700002401083700002701107856010701134       2004                        eng d00aFirm Newness, Entrepreneurial Orientation, and Ethical Climate0 aFirm Newness Entrepreneurial Orientation and Ethical Climate  c2004  a335-3470 v523 aFaced with the liability of newness, a scarcity of resources, and concerns of survival, new firms frequently encounter difficult ethical decisions and might be pressured to make choices that run counter to the tenets of more developed ethical and moral reasoning. This study explores the impact of newness and entrepreneurial orientation on the ethical climate of firms. Data collected from 304 individuals across 37 firms indicated that firm newness was more strongly related to ethical climate than was an entrepreneurial orientation. Results also revealed that firm newness may be usefully conceptualized in both continuous and categorical terms, with each operationalization holding a somewhat different relationship with climate. Finally, results revealed that firm size was related to several types of ethical climates.10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aMitchell, Marie, S.1 aSchminke, Marshall, S.  u/biblio/firm-newness-entrepreneurial-orientation-and-ethical-climate-000598nas a2200133   4500008004100000245010900041210006900150260003000219653001500249653003200264100001800296700001600314856013400330       2004                        eng d00aFounding family leadership, product market competition, and firm performance among publicly traded firms0 aFounding family leadership product market competition and firm p  aZurich, Switzerlandc200410aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aRand酶y, T.  u/biblio/founding-family-leadership-product-market-competition-and-firm-performance-among-publicly00663nas a2200145   4500008004100000245014500041210006900186260002800255653001500283653003200298100001800330700001600348700001800364856013500382       2004                        eng d00aGaining and Sustaining Competitive Advantage: The Effects of Strategic Flexibility and Information Technology Among Internationalizing Firms0 aGaining and Sustaining Competitive Advantage The Effects of Stra  aStockholm, Swedenc200410aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aBabakus, E.1 aDavis, P., S.  u/biblio/gaining-and-sustaining-competitive-advantage-effects-strategic-flexibility-and-information00571nas a2200121   4500008004100000245011100041210006900152260003200221653001500253653003200268100001800300856013100318       2004                        eng d00aIntegrating firm temporal activities with information technology:  Innovation and performance implications0 aIntegrating firm temporal activities with information technology  aSan Juan, Puerto Ricoc200410aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay  u/biblio/integrating-firm-temporal-activities-information-technology-innovation-and-performance00629nas a2200157   4500008004100000245009500041210006900136260002700205653002100232653001500253653003200268100001800300700001500318700001400333856012400347       2004                        eng d00aMarket orientation: The role of strategic planning and strategy choice on firm performance0 aMarket orientation The role of strategic planning and strategy c  aNew Orleans, LA.c200410aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHansen, E.1 aDown, Jon  u/biblio/market-orientation-role-strategic-planning-and-strategy-choice-firm-performance00610nas a2200121   4500008004100000245014700041210006900188260002800257653002100285653003200306100001400338856013600352       2004                        eng d00aMatching Management Systems with Strategic Process: An Exploratory Study Examining Predictions from an Intra-Firm Application of Agency Theory0 aMatching Management Systems with Strategic Process An Explorator  aAnchorage, Alaskac200410aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/matching-management-systems-strategic-process-exploratory-study-examining-predictions-intra00663nas a2200157   4500008004100000245013700041210006900178260000900247653002100256653001500277653003200292100001800324700001800342700001400360856013100374       2004                        eng d00aThe moderating role of strategic flexibility in the strategic planning to innovation relationship: A study of entrepreneurial firms.0 amoderating role of strategic flexibility in the strategic planni  c200410aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aDibrell, Clay1 aDown, Jon  u/biblio/moderating-role-strategic-flexibility-strategic-planning-innovation-relationship-study00642nas a2200157   4500008004100000245010900041210006900150260000900219300001000228490000600238653003200244100002500276700002300301700002200324856013800346       2004                        eng d00aPutting your best foot forward?: Assessments of entrepreneurial social competence from two perspectives.0 aPutting your best foot forward Assessments of entrepreneurial so  c2004  a17-260 v710aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBrush, Candida, G.1 aBaron, Robert, A.  u/biblio/putting-your-best-foot-forward-assessments-entrepreneurial-social-competence-two-perspectives00524nas a2200133   4500008004100000245007100041210006700112260002200179653003200201100001600233700002300249700001800272856010000290       2004                        eng d00aThe Role of Uncertainty in Speed to Market and New Product Success0 aRole of Uncertainty in Speed to Market and New Product Success  aSouth Koreac200410aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard, R1 aLynn, Gary, S  u/biblio/role-uncertainty-speed-market-and-new-product-success-000498nas a2200133   4500008004100000245006500041210006100106260002200167653003200189100001600221700002000237700001500257856009200272       2004                        eng d00aSpeed-to-Market and Success in NPD:  The Role of Uncertainty0 aSpeedtoMarket and Success in NPD The Role of Uncertainty  aChicago, ILc200410aStrategy & Entrepreneurship1 aChen, Jiyao1 aReilly, Richard1 aLynn, Gary  u/biblio/speed-market-and-success-npd-role-uncertainty-000494nas a2200121   4500008004100000245006700041210006500108260002300173653002100196653003200217100002100249856010200270       2003                        eng d00aAccelerating the Nanotech Revolution: Market-Driven Strategies0 aAccelerating the Nanotech Revolution MarketDriven Strategies  aTokyo, Japanc200310aEntrepreneurship10aStrategy & Entrepreneurship1 aKhoury, Theodore  u/biblio/accelerating-nanotech-revolution-market-driven-strategies00482nas a2200121   4500008004100000245006500041210006500106260002200171653001500193653003200208100001800240856010200258       2003                        eng d00aApplying methodological perspecitives to Stategic Management0 aApplying methodological perspecitives to Stategic Management  aSeattle, WAc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay  u/biblio/applying-methodological-perspecitives-stategic-management00484nas a2200121   4500008004100000245006500041210006500106260002200171653002100193653003200214100001400246856010200260       2003                        eng d00aApplying methodological perspectives to Strategic Management0 aApplying methodological perspectives to Strategic Management  aSeattle, WAc200310aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/applying-methodological-perspectives-strategic-management00617nas a2200145   4500008004100000245012900041210006900170260000900239300001200248490000700260653003200267100002200299700002100321856012900342       2003                        eng d00aThe boundaries and limitations of agency theory and stewardship theory in the venture capitalist / entrepreneur relationship0 aboundaries and limitations of agency theory and stewardship theo  c2003  a145-1620 v2810aStrategy & Entrepreneurship1 aArthurs, Jonathan1 aBusenitz, L., W.  u/biblio/boundaries-and-limitations-agency-theory-and-stewardship-theory-venture-capitalist-000563nas a2200157   4500008004100000245007300041210006900114260000900183300001000192490000600202653001500208653003200223100002100255700001800276856011100294       2003                        eng d00aConsumers and technology: Are we creating relationships or distance?0 aConsumers and technology Are we creating relationships or distan  c2003  a31-460 v810aManagement10aStrategy & Entrepreneurship1 aPeterson, R., L.1 aDibrell, Clay  u/biblio/consumers-and-technology-are-we-creating-relationships-or-distance00487nas a2200133   4500008004100000245006200041210005700103260002400160653001500184653003200199100001800231700001800249856008600267       2003                        eng d00aThe effects of IT in the value cycle聴performance linkage0 aeffects of IT in the value cycle performance linkage  aBaltimore, MDc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/effects-it-value-cycleperformance-linkage00578nas a2200157   4500008004100000245008200041210006900123260000900192300001200201490000600213653003200219100001900251700001700270700002200287856011100309       2003                        eng d00aThe escalation of commitment by venture capitalists in reinvestment decisions0 aescalation of commitment by venture capitalists in reinvestment   c2003  a218-2300 v510aStrategy & Entrepreneurship1 aBirmingham, C.1 aBusenitz, L.1 aArthurs, Jonathan  u/biblio/escalation-commitment-venture-capitalists-reinvestment-decisions-000571nas a2200145   4500008004100000245008200041210006900123260002100192653001500213653003200228100001800260700001800278700001800296856011100314       2003                        eng d00aAn Examination of Time Pacing, Strategy, and Performance in Born Global Firms0 aExamination of Time Pacing Strategy and Performance in Born Glob  aBoston, MAc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P.1 aDavis, P., S.  u/biblio/examination-time-pacing-strategy-and-performance-born-global-firms00579nas a2200145   4500008004100000245009100041210006900132260000900201653001500210653003200225100001800257700001600275700001600291856012600307       2003                        eng d00aFamily business leadership: An agency and stewardship theories life cycle perspective.0 aFamily business leadership An agency and stewardship theories li  c200310aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aGreen, Mark1 aMoores, Ken  u/biblio/family-business-leadership-agency-and-stewardship-theories-life-cycle-perspective00643nas a2200169   4500008004100000245010300041210006900144260000900213300001200222490000600234653001500240653003200255100001800287700001800305700002200323856012800345       2003                        eng d00aInhibitors and enhancers: The role of internal and external stakeholders in the transition process0 aInhibitors and enhancers The role of internal and external stake  c2003  a125-1390 v410aManagement10aStrategy & Entrepreneurship1 aKedia, B., L.1 aDibrell, Clay1 aHarveston, P., D.  u/biblio/inhibitors-and-enhancers-role-internal-and-external-stakeholders-transition-process00509nas a2200133   4500008004100000245006300041210006300104260000900167653003200176100002000208700002000228700002500248856010200273       2003                        eng d00aOrganizational citizenship behaviors in rapid growth firms0 aOrganizational citizenship behaviors in rapid growth firms  c200310aStrategy & Entrepreneurship1 aNeubaum, Donald1 aSullivan, Diane1 aBarringer, Bruce, R.  u/biblio/organizational-citizenship-behaviors-rapid-growth-firms-000594nas a2200133   4500008004100000245011000041210006900151260002200220653003200242100002300274700001600297700001800313856012900331       2003                        eng d00aPower and Empowerment: The Role of Top Management Support and Team Empowerment in New Product Development0 aPower and Empowerment The Role of Top Management Support and Tea  aPortland ORc200310aStrategy & Entrepreneurship1 aReilly, Richard, R1 aChen, Jiyao1 aLynn, Gary, S  u/biblio/power-and-empowerment-role-top-management-support-and-team-empowerment-new-product-100550nas a2200121   4500008004100000245010600041210006900147260000900216653001500225653003200240100002000272856013600292       2003                        eng d00aPresentation on strategic planning concepts and a framework for self evaluation of DPMA organizations0 aPresentation on strategic planning concepts and a framework for   c200310aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/presentation-strategic-planning-concepts-and-framework-self-evaluation-dpma-organizations-000732nas a2200181   4500008004100000245012300041210006900164260003200233653002100265653001500286653003200301100001800333700001400351700001600365700001500381700001600396856013800412       2003                        eng d00aA resource-based view and market orientation theory examination of the role of "familiness" in family business success0 aresourcebased view and market orientation theory examination of   aLausanne, Switzerlandc200310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon1 aGreen, Mark1 aHansen, E.1 aJohnson, A.  u/biblio/resource-based-view-and-market-orientation-theory-examination-role-familiness-family-business01812nas a2200181   4500008004100000245009600041210006900137260000900206300001300215490000700228520116600235653003201401653001701433100002101450700001901471700001701490856012301507       2003                        eng d00aThe Return on R&D Versus Capital Expenditures in the Pharmaceutical and Chemistry Industies0 aReturn on RD Versus Capital Expenditures in the Pharmaceutical a  c2003  a141 -1500 v503 aThe impact of research and development (R&D) on firm performance is generally agreed to be positive, but the nature and extent of this impact share little agreement in the previous research. Using an improved, time series, cross-sectional regression model that accounts for both contemporaneous and firm-specific serial correlation, as well as the feedback between firm profitability and investments, our study compares the rate of return from a dollar investment on R&D to a dollar investment on fixed assets in pharmaceutical and chemical industries. We find positive associations of R&D intensity and all variables of firm performance (net margin, operating margin, sales growth, and market value). We find that an investment in R&D earns an operating margin return much higher than the industry cost of capital. We also find that the effect of an investment in R&D on the firm's market value is about twice as much the effect of an investment in fixed assets. These findings have implications for corporate investment strategies, indicating that additional R&D investment is more likely to provide a firm with a unique and sustainable competitive advantage.10aStrategy & Entrepreneurship10aSupply Chain1 aHsieh, Ping-Hung1 aMishra, C., S.1 aGobeli, Dave  u/biblio/return-rd-versus-capital-expenditures-pharmaceutical-and-chemistry-industies-000610nas a2200145   4500008004100000245010000041210006900141260002200210653002100232653001500253653003200268100001800300700001400318856013200332       2003                        eng d00aStrategic Planning Flexibility and Firm Performance Under Distinct Competitive Strategy Choices0 aStrategic Planning Flexibility and Firm Performance Under Distin  aSeattle, WAc200310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon  u/biblio/strategic-planning-flexibility-and-firm-performance-under-distinct-competitive-strategy00551nas a2200133   4500008004100000245008500041210006900126260002100195653001500216653003200231100001800263700001600281856012000297       2003                        eng d00aStrategic Planning Lessons from Successful Vertically Integrated Food Processors0 aStrategic Planning Lessons from Successful Vertically Integrated  aBiloxi, MSc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aJohnson, A.  u/biblio/strategic-planning-lessons-successful-vertically-integrated-food-processors00593nas a2200145   4500008004100000245008700041210006900128260002400197653002100221653001500242653003200257100001400289700001800303856012600321       2003                        eng d00aStrategy process insights: Achieving planning discipline and strategic flexibility0 aStrategy process insights Achieving planning discipline and stra  aHartford, CT.c200310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aDibrell, Clay  u/biblio/strategy-process-insights-achieving-planning-discipline-and-strategic-flexibility00605nas a2200133   4500008004100000245011600041210006900157260002400226653001500250653003200265100001800297700001800315856013800333       2003                        eng d00aStrengthening the strategic flexibility-performance relationship: The role of IT among internationalizing firms0 aStrengthening the strategic flexibilityperformance relationship   aBaltimore, MDc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/strengthening-strategic-flexibility-performance-relationship-role-it-among-internationalizing00542nas a2200145   4500008004100000245008100041210006900122260000900191300000900200490000700209653003200216100001400248700001700262856011700279       2003                        eng d00aThe Three R Framework: Improving e-Strategy across reach, richness and range0 aThree R Framework Improving eStrategy across reach richness and   c2003  a5-140 v4610aStrategy & Entrepreneurship1 aWells, J.1 aGobeli, Dave  u/biblio/three-r-framework-improving-e-strategy-across-reach-richness-and-range-000460nas a2200133   4500008004100000245004700041210004600088260002200134653001500156653003200171100001800203700001800221856008700239       2003                        eng d00aTime-based strategies and firm performance0 aTimebased strategies and firm performance  aSeattle, WAc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/time-based-strategies-and-firm-performance00636nas a2200145   4500008004100000245011700041210006900158260002300227653001500250653001500265653003200280100002000312700002200332856013600354       2003                        eng d00aTopic presentation on entrepreneurship in 麻豆传媒高清 and how the OSU-COB is key to economic development in the state0 aTopic presentation on entrepreneurship in 麻豆传媒高清 and how the OSU  aPortland, ORc200310aAccounting10aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas1 aKleinsorge, Ilene  u/biblio/topic-presentation-entrepreneurship-oregon-and-how-osu-cob-key-economic-development-state-000601nas a2200145   4500008004100000245010100041210006900142260002100211653001500232653003200247100001800279700001700297700001200314856012900326       2002                        eng d00aAdequate measurement isn't just "nice:" A review of measurement practices in management research0 aAdequate measurement isnt just nice A review of measurement prac  aDenver, COc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCogliser, C.1 aHua, S.  u/biblio/adequate-measurement-isnt-just-nice-review-measurement-practices-management-research01204nas a2200169   4500008004100000245012400041210006900165260000900234300000900243490000700252520053500259653003200794100002200826700002000848700002800868856013800896       2002                        eng d00aCompetitive Analysis and New Venture Performance:  Understanding the Impact of Strategic Uncertainty and Venture Origin0 aCompetitive Analysis and New Venture Performance Understanding t  c2002  a1-280 v273 aEffective competitive analysis (CA) is important for success in today's marketplace. CA may be particularly important to new ventures that may lack experience in their industries and knowledge of their rivals. Using survey data from 228 new ventures, this study concludes that the formality, comprehensiveness, and user orientation of CA activities are positively associated with new venture performance. Strategic uncertainty and venture origin also significantly moderate the relationship between CA and new venture performance.10aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aEl-Hagrassey, Galal, M.  u/biblio/competitive-analysis-and-new-venture-performance-understanding-impact-strategic-uncertainty-000623nas a2200145   4500008004100000245010300041210006900144260002200213653001500235653003200250100001800282700002200300700001800322856013700340       2002                        eng d00aCompetitive Strategy, IT Asset Investment and Firm Performance: Implications for Born Global Firms0 aCompetitive Strategy IT Asset Investment and Firm Performance Im  aBoulder, COc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P., D.1 aDavis, P., S.  u/biblio/competitive-strategy-it-asset-investment-and-firm-performance-implications-born-global-firms01298nas a2200181   4500008004100000245005600041210005600097260000900153300001000162490000600172520073700178653001400915653003200929100002400961700001600985700001701001856009801018       2002                        eng d00aCreating Brand Equity Through Strategic Investments0 aCreating Brand Equity Through Strategic Investments  c2002  a45-520 v53 aBrand equity is central to an understanding of the worth of any business, yet it exists in the minds of consumers as a mixture of awareness and image. To measure and understand how this equity is developed, mananged, and enhanced is central to all theories of value creation. This article looks at the concepts of brand identity, brand meaning, brand response, and brand relationship with an eye toward how the measure of brand equity correlates with and is influenced by technology equity, communication equity, and foreign strategic investments. Seventy-seven multinational firms are tracked through the years 1986-1988 and results are reported on based on R&D expenses, advertising costs, and investments in foreign subsidiaries.10aMarketing10aStrategy & Entrepreneurship1 aMishra, Chandra, S.1 aKoenig, Hal1 aGobeli, Dave  u/biblio/creating-brand-equity-through-strategic-investments-000498nas a2200145   4500008004100000245005200041210005200093260002100145653001500166653003200181100001800213700001800231700001700249856008600266       2002                        eng d00aDevelopment of an integrated supply chain model0 aDevelopment of an integrated supply chain model  aDallas, TXc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aSakaguchi, T.1 aNicovich, S.  u/biblio/development-integrated-supply-chain-model00562nas a2200121   4500008004100000245011200041210006900153260000900222653003200231100002000263700002400283856013300307       2002                        eng d00aEthics and Entrepreneurship:  The effect of venture age and entrepreneurial orientation on ethical climates0 aEthics and Entrepreneurship The effect of venture age and entrep  c200210aStrategy & Entrepreneurship1 aNeubaum, Donald1 aMitchell, Marie, S.  u/biblio/ethics-and-entrepreneurship-effect-venture-age-and-entrepreneurial-orientation-ethical-000499nas a2200133   4500008004100000245006100041210006000102260002300162653002100185653003200206100001400238700001500252856009800267       2002                        eng d00aGood corporate governance: A firm life cycle perspective0 aGood corporate governance A firm life cycle perspective  aSanta Fe, NMc200210aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon1 aRandoy, T.  u/biblio/good-corporate-governance-firm-life-cycle-perspective01113nas a2200169   4500008004100000245008400041210006900125260000900194300001200203490000700215520052000222653001500742653003200757100001600789700001800805856012000823       2002                        eng d00aHow and why Norwegian MNCs commit resources abroad: Beyond choice of entry mode0 aHow and why Norwegian MNCs commit resources abroad Beyond choice  c2002  a119-1400 v423 aThis study provides a model of MNC's commitment of resources in foreign countries. The results suggest that the strategic motives are important to MNC's decisions. * The data is based on Norwegian MNC's activities in Sweden, Germany, the United Kingdom, Spain, Poland, Japan, and the United States. Key Results * This research reveals how and why firm-specific, location-specific, and transaction-specific variables need to be supplemented by strategic factors to fully understand MNC's resource commitments abroad.10aManagement10aStrategy & Entrepreneurship1 aRand酶y, T.1 aDibrell, Clay  u/biblio/how-and-why-norwegian-mncs-commit-resources-abroad-beyond-choice-entry-mode00607nas a2200169   4500008004100000245009100041210006900132260000900201300001200210490000700222653001500229653003200244100001800276700001800294700001300312856011200325       2002                        eng d00aThe impact of time on the strategy-performance relationship: Implications for managers0 aimpact of time on the strategyperformance relationship Implicati  c2002  a339-3470 v3110aManagement10aStrategy & Entrepreneurship1 aDavis, P., S.1 aDibrell, Clay1 aJanz, B.  u/biblio/impact-time-strategy-performance-relationship-implications-managers00553nas a2200133   4500008004100000245008500041210006900126260000900195653003200204100002000236700002000256700002200276856012100298       2002                        eng d00aIncentives for monitors:  Director stock-based compensation and firm performance0 aIncentives for monitors Director stockbased compensation and fir  c200210aStrategy & Entrepreneurship1 aNeubaum, Donald1 aCordeiro, James1 aVeliyath, Rajaram  u/biblio/incentives-monitors-director-stock-based-compensation-and-firm-performance-200544nas a2200145   4500008004100000245006800041210006300109260002100172653001500193653003200208100001800240700001800258700002200276856010000298       2002                        eng d00aThe influence of internationalization on time-based competition0 ainfluence of internationalization on timebased competition  aDenver, COc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aHarveston, P., D.  u/biblio/influence-internationalization-time-based-competition-000582nas a2200121   4500008004100000245013500041210006900176260000900245653003200254100002000286700002200306856013200328       2002                        eng d00aInstitutional ownership and corporate social performance:  The moderating effect of investment horizon, activism, and coordination0 aInstitutional ownership and corporate social performance The mod  c200210aStrategy & Entrepreneurship1 aNeubaum, Donald1 aZahra, Shaker, A.  u/biblio/institutional-ownership-and-corporate-social-performance-moderating-effect-investment-100583nas a2200145   4500008004100000245008400041210006900125260002400194653001500218653003200233100001800265700001600283700001800299856012000317       2002                        eng d00aLeadership, competitive environments and firm performance in closely held firms0 aLeadership competitive environments and firm performance in clos  aParis, Francec200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aRand酶y, T.1 aDavis, P., S.  u/biblio/leadership-competitive-environments-and-firm-performance-closely-held-firms00574nas a2200133   4500008004100000245010000041210006900141260000900210653003200219100001700251700002100268700001700289856013400306       2002                        eng d00aLinking Teaching to Research Publication Opportunities: Experience in Seven European Countries.0 aLinking Teaching to Research Publication Opportunities Experienc  c200210aStrategy & Entrepreneurship1 aGobeli, Dave1 aPrzybylowski, K.1 aRudelius, W.  u/biblio/linking-teaching-research-publication-opportunities-experience-seven-european-countries-001475nas a2200181   4500008004100000245012000041210006900161260000900230300001200239490000700251520079500258653001501053653003201068100002101100700001801121700001701139856013701156       2002                        eng d00aLong- vs. short-term performance perspectives of Western European, Japanese, and U.S. countries: where do they lie?0 aLong vs shortterm performance perspectives of Western European J  c2002  a245-2550 v373 aThis paper examines the differences between Eastern and Western companies regarding long- vs. short-term orientations. Utilizing Hofstede's long-term orientation index, this study scrutinizes both long- and short-term performance measurements for companies from Western Europe, Japan, and the United States. The findings suggest that Western European companies place an equally higher priority on both long- and short-term measures of performance compared to companies from Japan and the United States. Additionally, Japanese companies were postulated by the literature to employ a long-term orientation toward company performance greater than U.S. companies. However, our results do not support this statement, as U.S. and Japanese companies were not statistically significantly different.10aManagement10aStrategy & Entrepreneurship1 aPeterson, R., L.1 aDibrell, Clay1 aPett, T., L.  u/biblio/long-vs-short-term-performance-perspectives-western-european-japanese-and-us-countries-where00489nas a2200145   4500008004100000245005400041210005000095260000900145653002100154653001500175653003200190100001900222700001400241856008800255       2002                        eng d00aA Method for Better Understanding "Understanding"0 aMethod for Better Understanding Understanding  c200210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aKing, Jonathan1 aDown, Jon  u/biblio/method-better-understanding-understanding-001595nas a2200169   4500008004100000245007600041210006900117260000900186300001200195490000700207520102300214653001501237653003201252100001801284700001501302856010801317       2002                        eng d00aOrganization design: The continuing influence of information technology0 aOrganization design The continuing influence of information tech  c2002  a620-6270 v403 aDrawing from an information processing perspective, this paper examines how information technology (IT) has been a catalyst in the development of new forms of organizational structures. The article draws a historical linkage between the relative stability of an organization's task environment starting after the Second World War to the present environmental instability that now characterizes many industries. Specifically, the authors suggest that advances in IT have enabled managers to adapt existing forms and create new models for organizational design that better fit requirements of an unstable environment. Time has seemingly borne out this hypothesis as the bureaucratic structure evolved to the matrix to the network and now to the emerging shadow structure. IT has gone from a support mechanism to a substitute for organizational structures in the form of the shadow structure. The article suggests that the evolving and expanding role of IT will continue for organizations that face unstable environments.10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aMiller, T.  u/biblio/organization-design-continuing-influence-information-technology00398nas a2200121   4500008004100000245004000041210004000081260000900121653001500130653003200145100002000177856007900197       2002                        eng d00aPresentation to CWEST Futures Group0 aPresentation to CWEST Futures Group  c200210aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/presentation-cwest-futures-group-000451nas a2200121   4500008004100000245005400041210005400095260002400149653001500173653003200188100002000220856008900240       2002                        eng d00aPresentation to the OSU Native American Institute0 aPresentation to the OSU Native American Institute  aCorvallis, ORc200210aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/presentation-osu-native-american-institute-000689nas a2200145   4500008004100000245016800041210006900209260003200278653001500310653003200325100001800357700002200375700001800397856012800415       2002                        eng d00aRevisiting the complex relationship between multinational enterprises and organizations in transitions economies through the logic of the Copenhagen Interpretation0 aRevisiting the complex relationship between multinational enterp  aSan Juan, Puerto Ricoc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P., D.1 aKedia, B., L.  u/biblio/revisiting-complex-relationship-between-multinational-enterprises-and-organizations00615nas a2200145   4500008004100000245010600041210006900147260002300216653002100239653001500260653003200275100001400307700001800321856013000339       2002                        eng d00aThe second coming of deliberate strategic planning processes:  Insights gained from a global industry0 asecond coming of deliberate strategic planning processes Insight  aSanta Fe, NMc200210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aDibrell, Clay  u/biblio/second-coming-deliberate-strategic-planning-processes-insights-gained-global-industry00614nas a2200157   4500008004100000245009600041210006900137260000900206300001100215490000700226653003200233100002500265700002300290700002200313856012100335       2002                        eng d00aShow me the money!: Assessments of entrepreneurial social competence from two perspectives.0 aShow me the money Assessments of entrepreneurial social competen  c2002  a89-1000 v2410aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBrush, Candida, G.1 aBaron, Robert, A.  u/biblio/show-me-money-assessments-entrepreneurial-social-competence-two-perspectives00605nas a2200145   4500008004100000245009800041210006900139260002400208653002100232653001500253653003200268100001800300700001400318856012700332       2002                        eng d00aStrategic thinking in a global industry: Strategy process insights from forest products firms0 aStrategic thinking in a global industry Strategy process insight  aParis, Francec200210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon  u/biblio/strategic-thinking-global-industry-strategy-process-insights-forest-products-firms00468nas a2200121   4500008004100000245005800041210005800099260002400157653002100181653003200202100001400234856009800248       2002                        eng d00aWhy good people may make unethical business decisions0 aWhy good people may make unethical business decisions  aCorvallis, ORc200210aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/why-good-people-may-make-unethical-business-decisions00467nas a2200133   4500008004100000245005400041210005400095260000900149653001400158653003200172100001700204700001600221856009600237       2001                        eng d00aEnhancing Technology Management Through Alliances0 aEnhancing Technology Management Through Alliances  c200110aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  u/biblio/enhancing-technology-management-through-alliances-100480nas a2200133   4500008004100000245005600041210005400097260002300151653001400174653003200188100001700220700001600237856009300253       2001                        eng d00aEnhancing the E-Business Value Sequence Through R&D0 aEnhancing the EBusiness Value Sequence Through RD  aPortland, ORc200110aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  u/biblio/enhancing-e-business-value-sequence-through-rd-100464nas a2200133   4500008004100000245005200041210004800093260002500141653002100166653003200187100001400219700001500233856008200248       2001                        eng d00aThe future of textbook publishing in management0 afuture of textbook publishing in management  aWashington, DCc200110aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon1 aRandoy, T.  u/biblio/future-textbook-publishing-management00525nas a2200145   4500008004100000245005900041210005800100260002100158653001500179653003200194100001800226700002100244700001800265856009600283       2001                        eng d00aGlobal integrated supply chain: A theoretical typology0 aGlobal integrated supply chain A theoretical typology  aDallas, TXc200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aNicovich, Stefan1 aSakaguchi, T.  u/biblio/global-integrated-supply-chain-theoretical-typology00583nas a2200145   4500008004100000245008200041210006900123260002800192653001500220653003200235100001800267700002200285700001800307856011200325       2001                        eng d00aThe influence of firm internationalization and cycle time on firm performance0 ainfluence of firm internationalization and cycle time on firm pe  aSydney, Australiac200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P., D.1 aDavis, P., S.  u/biblio/influence-firm-internationalization-and-cycle-time-firm-performance00644nas a2200145   4500008004100000245014300041210006900184260000900253653002100262653001500283653003200298100001900330700001400349856013500363       2001                        eng d00aAn Interactive Discussion on Why We Don't Have More Cross-Disciplinary Instruction:  Representing Our Own Organizational Learning Failures0 aInteractive Discussion on Why We Dont Have More CrossDisciplinar  c200110aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aKing, Jonathan1 aDown, Jon  u/biblio/interactive-discussion-why-we-dont-have-more-cross-disciplinary-instruction-representing-000634nas a2200145   4500008004100000245012100041210006900162260002600231653001500257653003200272100001800304700001800322700001700340856013100357       2001                        eng d00aA longitudinal analysis of country of origin as a predictor of strategic change and performance in global industries0 alongitudinal analysis of country of origin as a predictor of str  aWashington, D.Cc200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aPett, T., L.  u/biblio/longitudinal-analysis-country-origin-predictor-strategic-change-and-performance-global00512nas a2200157   4500008004100000245005000041210004500091260002300136653002100159653001500180653003200195100001400227700001900241700001400260856008000274       2001                        eng d00aA Modern Odyssey: The Desire to Know 'Nobody'0 aModern Odyssey The Desire to Know Nobody  aLyon, Francec200110aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aKing, Jonathan1 aBella, D.  u/biblio/modern-odyssey-desire-know-nobody-001049nas a2200169   4500008004100000245005900041210005700100260000900157300001200166490000600178520051900184653001500703653003200718100001700750700001800767856009400785       2001                        eng d00aA process model of global strategic alliance formation0 aprocess model of global strategic alliance formation  c2001  a349-3640 v73 aDevelops a conceptual framework of global strategic alliances by using the hybrid type of organization as part of the framework. The framework illustrates the relationships of various characteristics that might be present in an industry and across national boundaries that would influence alliance participation. The model developed here is based on four echelons, the exploratory, recurrent, relational, and outcome stages. Concludes with some general comments on the proposed global strategic alliance framework.10aManagement10aStrategy & Entrepreneurship1 aPett, T., L.1 aDibrell, Clay  u/biblio/process-model-global-strategic-alliance-formation00528nas a2200133   4500008004100000245006900041210006700110260002800177653001500205653003200220100001800252700001800270856010600288       2001                        eng d00aTime pacing behaviors and performance: A three-study exploration0 aTime pacing behaviors and performance A threestudy exploration  aSan Francisco, CAc200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/time-pacing-behaviors-and-performance-three-study-exploration00479nas a2200133   4500008004100000245005600041210005500097260002300152653000800175653003200183100001900215700001700234856009400251       2001                        eng d00aUsing IT to add value: Innovation versus Efficiency0 aUsing IT to add value Innovation versus Efficiency  aPortland, ORc200110aBIS10aStrategy & Entrepreneurship1 aCoakley, James1 aGobeli, Dave  u/biblio/using-it-add-value-innovation-versus-efficiency-000511nas a2200121   4500008004100000245008000041210006900121260002300190653001500213653003200228100002000260856010900280       2000                        eng d00aBusiness plan application to new ventures in the field of energy efficiency0 aBusiness plan application to new ventures in the field of energy  aMonterey, CAc200010aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/business-plan-application-new-ventures-field-energy-efficiency-000518nas a2200145   4500008004100000245006900041210006300110260000900173490000700182653003200189100001900221700001700240700001200257856010300269       2000                        eng d00aThe Effectiveness of Long Term, Accounting-based Incentive Plans0 aEffectiveness of Long Term Accountingbased Incentive Plans  c20000 v1210aStrategy & Entrepreneurship1 aMishra, C., S.1 aGobeli, Dave1 aMay, D.  u/biblio/effectiveness-long-term-accounting-based-incentive-plans-001452nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520080900245653003201054100002201086700002001108700001701128856013701145       2000                        eng d00aEntrepreneurship in Medium-sized Companies:  Exploring the Effects of Ownership and Governance Systems0 aEntrepreneurship in Mediumsized Companies Exploring the Effects   c2000  a947-9760 v263 aCorporate entrepreneurship (CE), which embodies a company's innovation and venturing activities, is necessary in today's competitive markets. CE is important for organizational renewal, the creation of new business, and improved performance. CE, however, requires strong and continued support from the company's top executives. Data from 231 medium-size manufacturing companies show that commitment to CE is high when: (1) executives own stock in their company; (2) the board chair and the chief executive officer are different individuals; (3) the board is medium in size; and, (4) outside directors own stock in the company. The relationships between the ratio of outside directors and CE, and institutional ownership and CE, are mixed. CE is also positively associated with future company performance.10aStrategy & Entrepreneurship1 aZahra, Shaker, A.1 aNeubaum, Donald1 aHuse, Merton  u/biblio/entrepreneurship-medium-sized-companies-exploring-effects-ownership-and-governance-systems-000436nas a2200145   4500008004100000245003300041210003200074260002200106653001400128653003200142100001700174700001500191700001600206856006800222       2000                        eng d00aImpact of R&D on Performance0 aImpact of RD on Performance  aSeattle, WAc200010aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aKoenig, Hal  u/biblio/impact-rd-performance-000461nas a2200157   4500008004100000245003300041210003300074260000900107653002100116653001500137653003200152100001900184700001400203700001700217856006900234       2000                        eng d00aLearning to Think in Circles0 aLearning to Think in Circles  c200010aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aKing, Jonathan1 aDown, Jon1 aBella, David  u/biblio/learning-think-circles-100618nas a2200145   4500008004100000245011000041210006900151260002200220653001500242653003200257100001800289700001800307700001700325856013000342       2000                        eng d00aA longitudinal analysis of the effects of information technology on firm performance in a global industry0 alongitudinal analysis of the effects of information technology o  aPhoenix, AZc200010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aPett, T., L.  u/biblio/longitudinal-analysis-effects-information-technology-firm-performance-global-industry00467nas a2200157   4500008004100000245002900041210002900070260002400099653002100123653001500144653003200159100001400191700001900205700001400224856007100238       2000                        eng d00aManaging invisible hands0 aManaging invisible hands  aWaikoloa, HI.c200010aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aKing, Jonathan1 aBella, D.  u/biblio/managing-invisible-hands-000492nas a2200109   4500008004100000245009100041210006900132260000900201653003200210100002000242856012000262       2000                        eng d00aManaging the academic career:  Panel discussion at the Southern Management Association0 aManaging the academic career Panel discussion at the Southern Ma  c200010aStrategy & Entrepreneurship1 aNeubaum, Donald  u/biblio/managing-academic-career-panel-discussion-southern-management-association-000622nas a2200133   4500008004100000245013600041210006900177260002300246653001500269653003200284100002000316700001800336856013400354       2000                        eng d00aPerformance Tested Comfort Systems: Creating a Business Model for Northwest HVAC/Weatherization Contractor Training & Certification0 aPerformance Tested Comfort Systems Creating a Business Model for  aMonterey, CAc200010aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas1 aHewes, Thomas  u/biblio/performance-tested-comfort-systems-creating-business-model-northwest-hvacweatherization-101046nas a2200133   4500008004100000245005800041210005800099260000900157520058100166653003200747100001700779700001900796856009700815       2000                        eng d00aStrategic Value of Corporate Venture Capital Programs0 aStrategic Value of Corporate Venture Capital Programs  c20003 aCorporate venturing activities, driven largely by the need to be competitive in the Internet Age, have out-paced the accompanying theory on how such programs can create value. This article presents a framework for understanding value creation through a firm's venture capital programs. The framework includes two stages of value creation: a firm creates value through building technology equity and brand equity, and then corporate venturing programs can multiply this value. A mediating variable, free cash flow level, is included to allow for effective use of venture funds.10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C., S.  u/biblio/strategic-value-corporate-venture-capital-programs-000561nas a2200145   4500008004100000245007600041210006900117260002600186653001500212653003200227100001800259700001800277700001300295856010700308       2000                        eng d00aThe strategy-performance relationship: Time the complementary dimension0 astrategyperformance relationship Time the complementary dimensio  aToronto, Canadac200010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aJanz, B.  u/biblio/strategy-performance-relationship-time-complementary-dimension00433nas a2200133   4500008004100000245004200041210003800083260001800121653003200139100001700171700001500188700001900203856007700222       1999                        eng d00aThe Effectiveness of CEO Compensation0 aEffectiveness of CEO Compensation  aFloridac199910aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aMcConaughy, D.  u/biblio/effectiveness-ceo-compensation-000559nas a2200121   4500008004100000245010000041210006900141260002800210653002100238653003200259100001400291856013200305       1999                        eng d00aThe emergent vs. deliberate strategic management process debate:  Should we all just get along?0 aemergent vs deliberate strategic management process debate Shoul  aRedondo Beach, CAc199910aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/emergent-vs-deliberate-strategic-management-process-debate-should-we-all-just-get-along00551nas a2200145   4500008004100000245007900041210006900120260000900189300001400198490000600212653003200218100002100250700002000271856011400291       1999                        eng d00aEnvironmental Adversity and the Entrepreneurial Activities of New Ventures0 aEnvironmental Adversity and the Entrepreneurial Activities of Ne  c1999  a123 - 1480 v310aStrategy & Entrepreneurship1 aZahra, Shaker, A1 aNeubaum, Donald  u/biblio/environmental-adversity-and-entrepreneurial-activities-new-ventures-000481nas a2200121   4500008004100000245006500041210005900106260003100165653002100196653003200217100001400249856009600263       1999                        eng d00aThe internet and its effect on business: Fundamental or fad?0 ainternet and its effect on business Fundamental or fad  aChiang Mai, Thailandc199910aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/internet-and-its-effect-business-fundamental-or-fad00560nas a2200121   4500008004100000245009800041210006900139260003100208653002100239653003200260100001400292856013200306       1999                        eng d00aStrategic management: A comprehensive approach to developing and managing business strategies0 aStrategic management A comprehensive approach to developing and   aChiang Mai, Thailandc199910aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/strategic-management-comprehensive-approach-developing-and-managing-business-strategies00494nas a2200145   4500008004100000245005100041210005100092260002100143653001400164653003200178100001700210700001500227700001600242856009000258       1999                        eng d00aStrategic Value of Technology and Brand Equity0 aStrategic Value of Technology and Brand Equity  aNew Jerseyc199910aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.1 aKoenig, Hal  u/biblio/strategic-value-technology-and-brand-equity-000594nas a2200121   4500008004100000245012200041210006900163260003600232653002100268653003200289100001400321856013700335       1999                        eng d00aA Teaching effectiveness seminar:  Using a case study to explore the value of case discussion based teaching methods.0 aTeaching effectiveness seminar Using a case study to explore the  aHo Chi Minh City, Vietnamc199910aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/teaching-effectiveness-seminar-using-case-study-explore-value-case-discussion-based-teaching00558nas a2200145   4500008004100000245007400041210006900115260002300184653002100207653001500228653003200243100001400275700001900289856010400308       1999                        eng d00aTowards a science of stories:  Implications for management education.0 aTowards a science of stories Implications for management educati  aChicago, IL.c199910aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aKing, Jonathan  u/biblio/towards-science-stories-implications-management-education-100528nas a2200133   4500008004100000245007100041210006900112260002500181653001400206653003200220100001700252700001600269856010900285       1999                        eng d00aTwo Stage Internalization Framework for Multinational Corporations0 aTwo Stage Internalization Framework for Multinational Corporatio  aSouth Carolinac199910aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal  u/biblio/two-stage-internalization-framework-multinational-corporations-000446nas a2200121   4500008004100000245005300041210005300094260002400147653003200171100001700203700001500220856008900235       1999                        eng d00aValuation of intangible Assets in Software Firms0 aValuation of intangible Assets in Software Firms  aCorvallis, ORc199910aStrategy & Entrepreneurship1 aGobeli, Dave1 aMishra, C.  u/biblio/valuation-intangible-assets-software-firms-000620nas a2200157   4500008004100000245010400041210006900145260000900214300001200223490000700235653003200242100002100274700002000295700001700315856013000332       1998                        eng d00aThe Effect of the Environment on Export Performance among U.S. Based Telecommunication New Ventures0 aEffect of the Environment on Export Performance among US Based T  c1998  a25 - 460 v2210aStrategy & Entrepreneurship1 aZahra, Shaker, A1 aNeubaum, Donald1 aHuse, Merton  u/biblio/effect-environment-export-performance-among-us-based-telecommunication-new-ventures-003066nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520245800215653001402673653003202687100001702719700001602736700002002752856011202772       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management styles聴confronting and give and take聴have beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styles聴withdrawal, smoothing, and forcing. The results suggest that emphasis on confrontation聴that is, true problem solving聴is essential at the project level, even if a give-and-take style is better tolerated at the organization level.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  u/biblio/managing-conflict-software-development-teams-multi-level-analysis-003068nas a2200181   4500008004100000245007700041210006900118260000900187300001200196490000700208520246000215653001402675653003202689100001702721700001602738700002002754856011202774       1998                        eng d00aManaging Conflict in Software Development Teams:  A Multi-Level Analysis0 aManaging Conflict in Software Development Teams A MultiLevel Ana  c1998  a423-4350 v153 aFor a new product development (NPD) organization, a little conflict can be a good thing. Healthy disagreements can push project team members or different functional groups in an organization to pursue more in-depth, insightful analysis. This type of creative tension can help to engender an environment that encourages innovation and thus keeps NPD efforts free from the business-as-usual doldrums. However, management must ensure that conflict remains on a healthy level.David H. Gobeli, Harold F. Koenig, and Iris Bechinger note that conflict must be managed not only to increase the satisfaction of project team members, but also to achieve strategic project success. To provide better understanding of the important issues in conflict management, they examine the effects of three conflict factors on software development project success: context, conflict intensity, and conflict management style. Using survey responses from 117 software professionals and managers, they develop a multi-level framework of success versus conflict for team-based, software development projects. Within this framework, they examine context, conflict intensity, and conflict management approaches at the team and organization levels.
For the participants in this study, unresolved conflict has a strong, negative effect on overall software product success and customer satisfaction. Project team member satisfaction decreases substantially with higher intensity conflict at the organization level, and even more strongly at the project level. For the respondents to this study, the combined effects of conflict intensity and conflict management style on project success are significant, but they are not as great as the combined effects of such context variables as company goals, group dynamics, and management support.
Two conflict management styles聴confronting and give and take聴have beneficial effects on success at the organization level for the firms in this study. Smoothing, withdrawal, and forcing all have negative effects, although only forcing has a statistically significant negative effect. In general terms, the results suggest that management should guard against frequent use of the dysfunctional management styles聴withdrawal, smoothing, and forcing. The results suggest that emphasis on confrontation聴that is, true problem solving聴is essential at the project level, even if a give-and-take style is better tolerated at the organization level.
10aMarketing10aStrategy & Entrepreneurship1 aGobeli, Dave1 aKoenig, Hal1 aBechinger, Iris  u/biblio/managing-conflict-software-development-teams-multi-level-analysis-100577nas a2200145   4500008004100000245008000041210006900121260002500190653002100215653003200236100001400268700001900282700001700301856011300318       1998                        eng d00aNothin' but net:  Testing organizational theories using sports-related data0 aNothin but net Testing organizational theories using sportsrelat  aSan Diego, CA.c199810aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon1 aBerman, S., L.1 aHill, C., W.  u/biblio/nothin-net-testing-organizational-theories-using-sports-related-data00572nas a2200157   4500008004100000245007400041210006900115260000900184300001200193490000700205653003200212100002000244700002200264700002100286856010700307       1997                        eng d00aCareer Preparation for International Business: Is There Any Progress?0 aCareer Preparation for International Business Is There Any Progr  c1997  a140-1450 v1410aStrategy & Entrepreneurship1 aNeubaum, Donald1 aJones, William, a1 aBryan, Norman, B  u/biblio/career-preparation-international-business-there-any-progress-000519nas a2200145   4500008004100000245005800041210005800099260002400157653001400181653003200195100001600227700002000243700001700263856009300280       1997                        eng d00aProduct Success and Conflict in the Software Industry0 aProduct Success and Conflict in the Software Industry  aCorvallis, ORc199710aMarketing10aStrategy & Entrepreneurship1 aKoenig, Hal1 aBechinger, Iris1 aGobeli, Dave  u/biblio/product-success-and-conflict-software-industry-000558nas a2200133   4500008004100000245008700041210006900128260002700197653002100224653003200245100001400277700001900291856011400310       1997                        eng d00aTacit knowledge as a competitive advantage in the national basketball association.0 aTacit knowledge as a competitive advantage in the national baske  aSquaw Valley, CAc199710aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon1 aBerman, S., L.  u/biblio/tacit-knowledge-competitive-advantage-national-basketball-association00430nas a2200121   4500008004100000245004800041210004500089260002200134653002100156653003200177100001400209856008500223       1995                        eng d00aManagement power and authority:  Quo vadis?0 aManagement power and authority Quo vadis  aSeattle, WAc199510aEntrepreneurship10aStrategy & Entrepreneurship1 aDown, Jon  u/biblio/management-power-and-authority-quo-vadis00634nas a2200145   4500008004000000245011300040210006900153260001800222653003200240100001800272700001600290700002500306700002100331856013600352       0                           engd00aOne Man's Death Is Another Man's Bread: The Effect of CEO Sudden Death on Competitors' Strategic Investments0 aOne Mans Death Is Another Mans Bread The Effect of CEO Sudden De  c2023 In Press10aStrategy & Entrepreneurship1 aCho, Sam, Yul1 aChoi, Yohan1 aPark, Haemin, Dennis1 aKwon, Jung, Hyun  u/biblio/one-mans-death-another-mans-bread-effect-ceo-sudden-death-competitors-strategic-investments00604nas a2200133   4500008004000000245012200040210006900162260001800231653003200249100001800281700001800299700002500317856012800342       0                           engd00aTask bottlenecks and resource bottlenecks: A holistic examination of task systems through an organization design lens0 aTask bottlenecks and resource bottlenecks A holistic examination  c2022 In Press10aStrategy & Entrepreneurship1 aKarim, Samina1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela  u/biblio/task-bottlenecks-and-resource-bottlenecks-holistic-examination-task-systems-through