Research and Faculty

Forthcoming

It’s not a Lonely Journey: Research collaboration strategies for knowledge production with allies

Journal: Academy of Management Learning & Education (Eyes High, AJG 4)

Authors: Tero Montonen, Paivi Eriksson, Jaana Woiceshyn

• Three research collaboration strategies – the fair play strategy, the organic dialogue strategy, and the efficiency template strategy – offer alternative modes to business school researchers through which they can collaborate with companies and students (who are potential research allies also after their graduation).
• Having alternative research collaboration strategies is important in making business school research more impactful and relevant to business.
• Having a choice of alternative research collaboration strategies is also important to business school researchers: they could be inspired to do collaborative research and choose a strategy that best matches their values and sense of purpose, which ultimately drive their research.

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Forthcoming

See no evil, hear no evil, speak no evil: Theorizing network silence around sexual harassment

Journal: Journal of Applied Psychology (Eyes High Star, AJG 4*, FT50)

Authors: Sandy Hershcovis, Ivana Vranjes, Jennifer Berdahl, Lilia Cortina

• Strengthen intersex work ties to help reduce network silence around sexual harassment.
• Create opportunities for women and marginalized groups to connect to help transform social networks to prevent network silence around sexual harassment.
• Increase representation of women at all ranks to minimize network silence around sexual harassment.

 

Forthcoming

Commentary: Global Value Chains in the Post-Covid World: Governance for Reliability

Journal: Journal of Management Studies (commentary: Eyes High, AJG 4)

Authors: Liena Kano, Chang Hoon Oh

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Forthcoming

Lender Monitoring and the Efficacy of Managerial Risk-Taking Incentives

Journal: The Accounting Review (Eyes High Star, FT50, AJG 4*)

Author: Anup Srivastava

• Stock options are the most important pay mechanism to align shareholder interests with those of managers. By limiting the downside risks and providing unlimited upside payoffs, stock options encourage managers to pursue risky, positive net present value projects, such as corporate innovation.
• Banks have the most to lose when a borrowing firm takes risks, because unlike its shareholders, banks get no upside in the firm value, but lose the principal value of their loans if a borrowing firm defaults. 
• Banks tightly monitor their borrowers’ activity to control risky endeavours. We show that banks’ stringent monitoring and control nullifies the incentive of stock options, thereby reducing corporate innovation.

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Forthcoming

Look who is talking ... and who is listening: Finding an integrative “we” voice in entrepreneurial scholarship

Journal: Entrepreneurship Theory and Practice (Eyes High, FT50, AJG 4)

Author: Dimo Dimov, Reiner Schaefer, Joseph Pistrui

• If entrepreneurship scholars want to study that which is distinctive of entrepreneurship, then their research needs to address the practical perspectives of entrepreneurs.
• To connect with entrepreneurs’ practical decision-making perspectives, entrepreneurship scholars need to engage in conversations with the entrepreneurs, thereby making themselves accountable to entrepreneurs and their reasons.
• Scholarly rigour requires relevance or else it misses the point of the phenomena it claims to study.

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Forthcoming

The Family as a Platform for FSA Development: Enriching New Internalization Theory with Insights from Family Firm Research

Journal: Journal of International Business Studies (Eyes High Star, FT50, AJG 4*)

Author: Liena Kano, Luciano Ciravegna, Francesco Rattalino

• We show how family-firm owners and managers can extract the most value from resources contributed by the family, and describe examples of family-owned multinationals that successfully capitalized on the family nature of their businesses to compete in international markets.
• We describe unique barriers that may prevent family-owned multinationals from successfully exploiting their unique resources at home and abroad.
• We describe strategies employed by family-owned multinationals to monitor for, and safeguard against, unique biases that may prevent family firms' successful internationalization.

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Forthcoming

Provisioning Interoperable Disaster Management Systems: Integrated, Unified, and Federated Approaches

Journal: MIS Quarterly (Eyes High Star, FT50, AJG 4*)

Authors: Hong Guo, Yipeng Liu, Barrie R. Nault

• Resource interoperability is key to districts sharing resources effectively.
• Tension is between technology fit for a given district and interoperability with other districts.
• Incentives can be used to motivate the collectively optimal interoperability approach.

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Forthcoming

Delegation of Stocking Decisions under Asymmetric Demand Information

Journal: Manufacturing & Service Operations Management. (Eyes High, FT50, AJG 3)

Authors: Osman Alp, Alper Sen

• Inventory replenishment decisions for retail chains are commonly made at their headquarters; this practice neglects information that individual store managers have about local demand and volume.
• Inventory replenishment decisions could be delegated to local store managers, but there is no incentive for them to make decisions that align with headquarters’ interests.
• A proposed new method that blends new Key Performance Indicators into the performance scorecard of store managers could lead to significant savings, boost customer service levels and provide competitive advantage over rival businesses.

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Forthcoming

Abusive Supervision Differentiation and Employee Outcomes: The Roles of Envy, Resentment, and Insecure Group Attachment

Journal: Journal of Management (Eyes High, FT50, AJG 4*)

Authors: Babatunde Ogunfowora, Justin M. Weinhardt, Christine C. Hwang

• When managers habitually abuse some team members but not others, feelings of envy and resentment ultimately lead to psychological distress, unethical work behaviours and intentions to quit among all team members.
• Organizations should clearly establish zero tolerance for general abusive behaviour by managers and explicitly discourage managers from selectively abusing certain employees, possibly tying managerial performance to “no abuse” compensation systems.
• Organizations should also implement training that helps managers to be mindful of situations where they may, unwittingly or knowingly, justify their abuse of certain team members.

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October 2020

Social and Situational Dynamics Surrounding Workplace Mistreatment: Context Matters

Journal: Journal of Organizational Behavior, 41(8), 699–705 (editorial: Eyes High, AJG 4)

Authors: Sandy Hershcovis, Lilia Cortina, Sandra Robinson

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October 2020

Industry Structure and the Strategic Provision of Trade Credit by Upstream Firms

Journal: Review of Financial Studies, 33(10), 4916–4972. (Eyes High Star, FT50, AJG 4*)

Authors: Alfred Lehar, Yang Song, Lasheng Yuan

• Competition authorities should watch how financing arrangements in supply chains can reduce competition and make consumers worse off.
• It can be better for competition if production firms do not engage in banking activities.

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September 2020

Chinese Multinationals’ Fast Internationalization: Financial Performance Advantage in One Region, Disadvantage in Another

Journal: Journal of International Business Studies, 51(7), 1076–1106. (Eyes High Star, FT50, AJG 4*)

Authors: Heechun Kim, Jie Wu, Douglas A. Schuler, Robert E. Hoskisson

• Top managers should consider together both the speed and geographic space of internationalization.
• Top managers are advised to rapidly venture into and focus on intra-regional host countries, where they can utilize their home-grown firm-specific advantages, including technological and marketing resources.
• Top managers should be cautious when rapidly expanding into inter-regional host countries, not only because they may have difficulty transferring home-grown firm-specific advantages successfully, but also because it is challenging to address large differences across inter-regional host countries.

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September 2020

Regional and global strategies of MNEs: Revisiting Rugman & Verbeke (2004)

Journal: Journal of International Business Studies, 51(7), 1045–1053. (editorial: Eyes High Star, FT50, AJG 4*)

Authors: Benjamin Rosa, Philippe Gugler, Alain Verbeke

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July 2020

Network Brokerage: An integrative review and future research agenda

Journal: Journal of Management, 46(6), 1092–1120. (Eyes High, FT50, AJG 4*)

Author: Seok-Woo Kwon, Emanuela Rondi, Daniel Z. Levin, Alfredo De Massis, Dan Brass

• Network brokerage research has advanced considerably since the pioneering work of Burt (1992) and others.
• Our review shows that there remain many opportunities for management and other social science researchers to engage more fully with network brokerage, from a theoretical, empirical, and practical standpoint.

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June 2020

Global Value Chains: A review of a multi-disciplinary literature

Journal: Journal of International Business Studies, 51(4), 577–622. (Eyes High Star, FT50, AJG 4*)

Author: Liena Kano, Eric W.K. Tsang, Henry W. Yeung

• This article reviews the rapidly growing domain of global value chain (GVC) research by analyzing several highly cited conceptual frameworks and then appraising published GVC studies from various disciplines.
• Building on GVC conceptual frameworks, we conducted the review based on a comparative institutional perspective that encompasses critical governance issues at the micro-, GVC, and macro-levels. Our results indicate that some of these issues have garnered significantly more scholarly attention than others.
• We suggest several future research topics.

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June 2020

Constructing and Sustaining Counter-institutional Identities

Journal: Academy of Management Journal, 63(3), 935–964. (Eyes High Star, FT50, AJG 4*)

Authors: Samia Chreim, Ann Langley, Trish Reay, Mariline Comeau-Vallée, Jo-Louise Huq

• New models of organizing and service delivery can create counter institutions and may require the construction of a counter institutional identity to persist.
• Where a work group or organization involves the enactment of counter-institutional principles, values, roles, and practices, leaders and managers need to be aware of inherent challenges and must engage in identity work to situate the group in opposition to the dominant institution.
• Organizational leaders can facilitate counter-institutional identity work by creating an environment where members see themselves as different from the dominant identity and recognize this difference as a strength and a source of pride.

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May 2020

The Bribery Paradox in Transition Economies and the Enactment of 'New Normal' Business Environments

Journal: Journal of Management Studies, 57(3), 597–625. (Eyes High, FT50, AJG 4)

Authors: Kimberly A. Eddleston, Elitsa R. Banalieva, Alain Verbeke

• Bribes do bring an immediate benefit, but the longer-term consequences often make the situation worse because an environment is created where bribes are normalized.
• With a higher frequency of bribes, the expectation of bribes becomes contagious throughout the economy and it therefore becomes even harder to do business. Governments in transition economies should therefore prioritize rooting out bribery practices.
• In a family firm, the identity of the owners becomes intertwined with the behaviour and reputation of their firm. Once a family firm is known to be corrupt, the family name is equated with being willing to bribe, and this leads to a vicious cycle where bribes are expected without really helping to remove business obstacles in the big picture.

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April 2020

Inaction Traps in Consumer Response to Product Malfunctions

Journal: Journal of Marketing Research, 57(2), 298–314. (Eyes High Star, FT50, AJG 4*)

Authors: Neil Brigden (post-doctoral fellow), Gerald Häubl

• Smaller problems can trap us into never addressing them because we initially put off the decision of whether to address them and then devalue later opportunities to address them.
• Consumers often allow smaller product malfunctions to persist, leading them to enjoy the product less and be less interested in using it again in the future, even with the problem fixed.
• It is possible to get out of an inaction trap by choosing a previously unavailable course of action.

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January 2020

Corporate Diplomacy and Family Firm Longevity

Journal: Entrepreneurship Theory and Practice, 44(1), 109–133. (Eyes High, FT50, AJG 4)

Authors: Luciano Ciravegna, Liena Kano, Francesco Rattalino, Alain Verbeke

• The authors discuss family firm longevity building upon a new conceptual lens, informed by transaction cost economics (TCE), but augmented with corporate diplomacy thinking.
• Corporate diplomacy, through its three process steps—familiarization, acceptance and engagement—can help the family firm augment its baseline reservoir of social capital, and allows improved economizing on contracting challenges that endanger its survival.
• Family firms that focus on corporate diplomacy processes and the resulting social capital creation greatly improve their chances of longevity.

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January 2020

Family Firm Behavior From a Psychological Perspective

Journal: Entrepreneurship Theory and Practice, 44(1), 3–19. (editorial: Eyes High, FT50, AJG 4)

Authors: Pramodita Sharma, James J. Chrisman, Jess H. Chua, Lloyd P. Steier

• Family business studies, by academic standards, represent a very new field. There are still many conceptual issues, propositions, hypotheses, myths, and conflicting empirical evidence to resolve.
• For example, why do many families prefer succession by a family member rather than a non-family member? What are the goals they hope to achieve by doing that? What kind of businesses identify themselves as family firms? What do the families mean when they say that they consider their businesses to be family businesses? Scholars currently have no satisfactory answers to these questions; yet they use these conditions extensively to differentiate “family business” from “non-family business”.
• Only by investigating the psychological roots of these important differentiating influences can family business studies help us understand better family businesses, which play a ubiquitous and numerically dominant role in the global economy.

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December 2019

The Strategic Value of IT in Setting Productive Capacity

Journal: Information Systems Research, 30(4), 1124–1144. (Eyes High Star, FT50, AJG 4*)

Authors: Dawei Zhang, Barrie R. Nault, Xueqi (David) Wei

• The authors examine how information technology (IT) can contribute to a strategy of holding excess capacity by comparing the relationship between IT capital and capacity with that of non-IT capital and capacity.
• Using production theory-based empirical analyses, they find that increases in IT capital yield an almost four-fold greater expansion in capacity than do increases in non-IT capital.
• Thus, as both types of capital are constraints on capacity, for a strategy of holding excess capacity, IT capital is a more valuable constraint to relax than non-IT capital.

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December 2019

The Structural Reshaping of Globalization: Implications for Strategic Sectors, Profiting from Innovation, and the Multinational Enterprise

Journal: Journal of International Business Studies, 50(9), 1487–1512 (Eyes High Star, FT50, AJG 4*)

Authors: Olga Petricevic, David J. Teece

• The authors specifically ask how MNEs can continue to profit from innovations in a bifurcated world, which is increasingly being shaped by the ‘rule-of-rulers’.
• The authors examine how one powerful force at the macro-level, namely (neo) techno-nationalism, can so rapidly reshape the structure of the global economic order.
• The authors discuss what MNEs and the IB scholarly community can do to re-assess and enhance its current toolbox at the micro-level for navigating the new IB realities.

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December 2019

Improving the Measures of Real Earnings Management

Journal: Review of Accounting Studies, 24(4), 1277–1316. (Eyes High, FT50, AJG 4)

Author: Anup Srivastava

• Firms in the same industry could differ in competitive strategy and use different amounts of intangibles in their business models. Thus, it is wrong to assume that same-industry firms have the same cost structures and that any deviations from industry peers represent a firm’s opportunistic or abnormal behaviour.
• Deviations in a firm’s financial characteristics compared to its industry peers could reflect the firm’s competitive strategy.
• The author shows how to control for firm’s competitive strategy in detecting a firm’s opportunistic behaviour.

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November 2019

Five Configurations of Opportunism in International Market Entry

Journal: Journal of Management Studies, 56(7), 1287–1313. (Eyes High, FT50, AJG 4)

Authors: Alain Verbeke, Luciano Ciravegna, Luis E. Lopez, Sumit K. Kundu

• The authors investigate the conditions under which opportunism occurs in international market entry by studying five variables affecting opportunistic behaviour: managerial experience, market entry share, market distance, young age, and network size.
• While no single variable on its own is associated with opportunism, in concert the five variables form five configurations of opportunism.
• The study establishes a much-needed bridge between scholarly work based on Transaction Cost Economics, which assumes opportunism as a default behavioural trait, and the practical needs of managers to anticipate and mitigate the effects of deceitful behaviour in international market entries.

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October 2019

Market Segmentation and Software Security: Pricing Patching Rights

Journal: Management Science, 65(10), 4575–4597 (Eyes High Star, FT50, AJG 4*)

Authors: Terrence August, Duy Dao, Kihoon Kim

• The patching approach to security in the software industry (wherein consumers can decide whether to apply security updates or not) lacks the incentive structure to induce better security-related decisions.
• Software vendors can differentiate their products based on the provision of patching rights.
• The optimal pricing of these rights can segment the market in a manner that leads to both greater security and greater profitability.

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October 2019

Corporate Social Responsibility and Firm Risk: Theory and Empirical Evidence

Journal: Management Science, 65(10), 4451-4469 (Eyes High Star, FT50, AJG 4*)

Authors: Rui Albuquerque, Yrjo Koskinen, Chendi Zhang

• The authors model Corporate Social Responsibility (CSR) initiatives as a product differentiation strategy that allows firms to benefit from higher profit margins.
• Higher profit margins reduce cyclicality of profits, and result in decreased betas (systematic risks) and increased corporate valuations.
• The authors find supporting evidence analyzing a panel of U.S. firms from 2003 to 2015. Results are stronger for firms with high advertising expenditures.

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October 6, 2020

COVID-Imposed Opportunity to Selectively Unlearn Past Practices

Source: California Management Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Thomas Grisold, Adrian Klammer

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August 24, 2020

Tech Giants, Taxes, and a Looming Global Trade War

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Hussein Warsame, Luminita Enache

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July 31, 2020

Private sector. Don’t just stand there, do something BIG!

Source: California Management Review (online)

Authors: Paul Danos, Vijay Govindarajan, Anup Srivastava

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June 2, 2020

A Post-Pandemic Strategy for U.S. Higher Ed

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava

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May-June, 2020

What's the Best Pace of Expansion?

Source: Harvard Business Review, 98(3), 29. (FT50, AJG 3)

Authors: Heechun Kim

 

March 31, 2020

What the Shift to Virtual Learning Could Mean for the Future of Higher Ed

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava

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March 30, 2020

Doubling Down on Double Sandwich Tax Schemes

Source: California Management Review (online)

Authors: Anup Srivastava, Hussein Warsame, Luminita Enache

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February 25, 2020

Is Technology Subsuming Marketing?

Source: Harvard Business Review (online)

Authors: Shivaram Rajgopal, Anup Srivastava

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January 30, 2020

We Are Nowhere Near Stakeholder Capitalism

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava

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January 22, 2020

Understanding India's Chilly Reception of Jeff Bezos

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Luminita Enache

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December 18, 2019

How India Plans to Protect Consumer Data

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Luminita Enache

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November 5, 2019

Midsize Companies Are Growing, But Struggling to Earn Profits

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Luminita Enache

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