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volume 44, issue 3, march 2023
1. title: does imitation increase or decrease demand for an original product? understanding the opposing effects of discovery and substitution
authors: erdem dogukan yilmaz, ivana naumovska, milan miric
abstract: this article studies how the entry of an imitative product influences the demand for the original, in markets with a large number of products where consumers are not aware of most products. we suggest that the release of an imitative product triggers two countervailing forces: a discovery effect that increases awareness and demand for the original, and a substitution effect decreasing that demand. when the imitation is horizontally differentiated, the substitution effect is weaker, and the discovery effect leads to increased demand for the original, particularly so when the original is less well-known. however, when the imitation is vertically differentiated, the discovery effect does not benefit the original, and the demand decreases given the substitution effect. we test our theory in the context of 3d-printable products.
2. title: the effects of ceo activism: partisan consumer behavior and its duration
authors: young hou, christopher w. poliquin
abstract: ceos increasingly engage in activism on controversial social and political issues that do not directly affect their core business. simultaneously, the general public is increasingly politically polarized. we examine how ceos' support for gun control after two mass shootings differentially affected the behavior of liberal and conservative consumers and the persistence of these effects. using mobile phone location data to measure store-level visits, we find (a) consumer visits to stores decreased by 3%; (b) this decrease was asymmetric: visits in the most conservative counties decreased by about 5% but did not change in the most liberal counties; and (c) these effects dissipated within 10 weeks after activism. our results highlight the strategic implications for executives pressured to take stances on controversial issues.
3. title: peering into a crystal ball: forecasting behavior and industry foresight
authors: rahul kapoor, daniel wilde
abstract: what makes some managers and entrepreneurs better at forecasting the industry context than others? we argue that, regardless of experience or expertise, a learning-based forecasting behavior in which individuals attend to and incorporate new relevant information from the environment into an updated belief that aligns with the bayesian belief updating process is likely to generate superior industry foresight. however, the effectiveness of such a cognitively demanding process diminishes under high levels of uncertainty. we find support for these arguments using an experimental design of forecasting tournaments in the managerially relevant context of the global automotive industry from 2016 to 2019. the study provides a novel account of individual-level forecasting behavior and its effectiveness in an evolving industry and suggests important implications for managers and entrepreneurs.
4. title: going beyond optimal distinctiveness: strategic positioning for gaining an audience composition premium
authors: majid majzoubi, eric yanfei zhao
abstract: a core question in strategy research is how firms should position themselves to gain favorable audience evaluations. emphasizing the heterogeneity in audience predispositions, we propose that firms can gain an audience composition premium by strategically positioning themselves to gain more (less) attention from audiences with positive (negative) predispositions toward them. we argue that this approach to strategic positioning is more conducive for firms with high dispersion in their audience predispositions and that firms can increase their ability to gain an audience composition premium by engaging with audiences holding moderately diverse evaluative schemas. we employ recommender systems and topic modeling to analyze 152,312 firm-analyst-year observations from 1997 to 2018 and 297,931 earnings call transcripts of u.s. public firms and find strong support for our predictions.
5. title: collaborations that hurt firm performance but help employees� careers
authors: henning piezunka, thorsten grohsjean
abstract: when a firm and a competitor collaborate with the same partner, they compete for the shared partner's resources and attention. such �peer competition� has been shown to negatively affect a firm's access to resources and its performance. one might expect that also the employees� careers to suffer as a result. however, we argue that the firm's employees benefit from such collaborations. they leverage these collaborations to build social capital�helping their mobility and careers. we find empirical support for our theory using a large sample dataset of video game companies. our study points to an important yet hitherto neglected agency conflict: employees seek interfirm collaborations that benefit them personally but hurt their firm.
6. title: precarious situations: a prelude to hiring more hubristic chief executive officers
authors: aaron d. hill, tessa recendes, yuting yang
abstract: we build upon evidence suggesting the precariousness of the situation organizations face when trying to fill chief executive officer (ceo) openings affects both which executives seek and accept such positions and which executives are sought and endorsed by those tasked with hiring. we argue that while more precarious situations likely deter some executives from pursuing and/or accepting such opportunities, more hubristic executives' tendencies make them likely to do so despite the associated challenges. concordantly, those tasked with filling ceo openings likely view more hubristic executives as particularly important for combatting the challenges of more precarious situations, leading them to seek and endorse such executives. using multiple conceptualizations of precarious situations, we find support for our arguments in a sample of ceo changes in s&p 500 firms.
7. title: the future of the web? the coordination and early-stage growth of decentralized platforms
authors: ying-ying hsieh, jean-philippe vergne
abstract: this abductive study investigates how management occurs without managerial authority as part of a previously unseen organizational form�the decentralized platform with an independent market value. our mixed-methods study of the cryptocurrency industry draws on fuzzy-set qualitative comparative analyses (qca) to analyze archival and interview data and offer new theory on how decentralized platforms coordinate activities to grow in an early-stage, before network effects kick in. we find that, in the absence of a central authority, platforms coordinate activities with three mechanisms, namely decentralized (a) algorithmic coordination, (b) social coordination, and (c) goal coordination. our qca treat these mechanisms as explanatory conditions and, using a representative sample of 20 cryptocurrency platforms, reveal which configurations of decentralized coordination mechanisms nurture, or hinder, early-stage platform growth.
8. title: revisiting managerial �style�: the replicability and falsifiability of manager fixed effects for firm policies
authors: victor esteban jarosiewicz, david gaddis ross
abstract: we attempt to replicate bertrand and schoar (2003), who used manager fixed effects to provide evidence for managerial �style� as measured by metrics such as leverage, r&d spending, and tobin's q. we find that the statistical and economic significance of manager fixed effects is generally lower in our results than in theirs. this discrepancy motivated us to conduct placebo tests in which we randomize managers' spells at their firms. the results with the randomized data are generally as strong as those with the real data, suggesting (a) that the apparent explanatory power of manager fixed effects may be largely a statistical artifact and (b) that managerial �style� may manifest itself in more complex ways than can be ascertained from examining financial statement metrics.
9. title: academic stars and licensing experience in university technology commercialization
authors: david h. hsu, jeffrey m. kuhn
abstract: we examine the process by which university technology transfer offices (ttos) allocate internal resources, which provides insight into technologies offered for commercialization to the private sector. using detailed administrative records of patenting decisions and outcomes by one prominent u.s. research-based university's tto over a 30-year period, we analyze the performance of$&./169;<=?h�������ʸʩʸ��wobtf9t2fh� h� hj�5�ojqj^jo(h� h� 5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(h@ t5�cjojqj^jajh
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