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��ࡱ�>�� ]_����\��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� �r��1bjbj��24�}�}� ���������������������8/4c�jllwwwww����k�k�k�k�k�k�k$�m�xp8�k-�������k��ww4$l������w�w�k���k���w�����-��u��i@��k:l0jl��p�:�p��"0�p��h���������k�k�����jl�������������������������������������������������������������������������p���������� �: strategic management journal volume 43, issue 5, may 2022 1. title: gender and competitiveness when earning for others: experimental evidence and implications for sponsorship authors: nathan barrymore, cristian l. dezsq, benjamin c. king abstract: career paths depend not only on individuals' own competitiveness but also on the competitiveness of others in a position to advocate for them. in this article, we study competitiveness when rewards accrue to another individual. in particular, we ask how female and male managers' competitiveness changes when rewards from competition accrue to their female or male prot�g�s, relative to when they accrue to themselves. using an experimental approach, we find that when rewards accrue to prot�g�s, male and female managers are equally competitive because female managers increase their competitiveness. however, male managers compete more for male rather than female prot�g�s. this gap disappears when male managers know their prot�g�s' risk preferences, suggesting a novel intervention to ensure equity in the sponsorship process. 2. title: power to the people: the benefits and limits of employee self-selection in organizations authors: harsh ketkar, maciej workiewicz abstract: one of the key features of boss-less organizations is self-selection, where each employee is allowed to both initiate and join projects freely. while this approach has been gaining in popularity within many big and small organizations, we have a limited understanding of its properties, limitations, and key mechanisms. in this article, we analyze the efficacy and boundary conditions of employee self-selection with respect to project selection and employee allocation. our results suggest that the relative balance between an organization's human capital and the number of opportunities it faces plays a critical role in determining the advantages of self-selection, which performs better when human capital is scarce relative to opportunities. we also examine common policies that organizations use to further improve the efficacy of self-selection. 3. title: the market value spillovers of technological acquisitions: evidence from patent-text analysis authors: marco testoni abstract: the resource-based view claims that bundles of resources are the key determinants of a firm's value. yet, market value spillovers stemming from firms' resource bases have received scarce attention in the literature. this article provides evidence of such spillovers in the context of technological acquisitions. i hypothesize that acquisitions act as signals, revealing to investors that the acquired technologies are more valuable than initially expected. these signals should affect firms owning similar technological resources. measuring technological similarity with the text similarity of firms' patent portfolios, i find that the announcement of an acquisition brings a positive revaluation of firms with technological resources like those of the target. these spillovers also reach firms with a product market focus different from those of the merging firms. 4. title: specialization as a double-edged sword: the relationship of scientist specialization with r&d productivity and impact following collaborator change authors: amit jain, will mitchell abstract: organizational learning studies demonstrate that specialization conditions multiple aspects of firm performance, including productivity and financial returns, through its effect on skill development and coordination. we know little, however, about how specialization may influence a firm's r&d performance, including both r&d productivity and innovation impact. we propose that specialization is a double-edged sword for r&d performance that can be influenced via changing scientists' collaborators: specialization increases scientist and firm r&d productivity but decreases the impact of innovations, while changing collaborators in a team reverses how specialization relates to productivity and impact. we validate this argument using a long panel (1970�2017) from the biotechnology industry. specialization and collaborator change may thus serve as mechanisms to manage the trade-off between productivity and impact in r&d activities. 5. title: acquired employees versus hired employees: retained or turned over? authors: weiyi ng, toby e. stuart abstract: thousands of acquisitions of technology companies result in the de facto hiring of myriad individuals into new employers every year. we analyze the effects of such deals on acquired employee (ae) retention relative to a matched sample of directly hired employees (hes) joining the same acquirers in the same year. in a dataset with all acquisitions of vc-backed companies in the previous two decades paired to over 30 million resumes, we find that acquired employees (aes) turnover at a much higher rate than matched, hes. importantly, this difference in turnover rates is larger for aes in higher job ranks and with advanced degrees. likewise, we show that the postacquisition departure rate is highest for aes in critical executive, technical, business development, and sales roles. 6. title: transparency in relational contracts authors: matthias fahn, giorgio zanarone abstract: we model how an organization's transparency (toward employees or contractors) affects its ability to sustain relational governance. we show that transparency creates accountability: if the organization reneges on promises made to an agent, the other agents observe its defection and quit. thus, transparency enables organizations with limited credibility to provide high-powered incentives. however, transparency also triggers envious social comparisons that reduce profits and may er8:hl\^bhnprtvz�` ��ʹʹʧ��xd\oa3hv|hv|5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( hw�5�cjojqj^jajo(hw�5�cjojqj^jajh 2e5�cjojqj^jaj#hv|hv|5�cjojqj^jaj hv|5�cjojqj^jajo(#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#hv|hv|5�cjojqj^jaj:tvxb � 9 : � � %&��������������������������������gd�psgd)w�gd$?�gdto�gd�l$gd%j,gdu<�gd�"�$a$gdt4` b r t � � � � 8 9 : ; = c d � � � � � � � � ���̿層��~�p~brp~brpdhih�l$ojqj^jo(hvi�h�l$5�ojqj^jo(h� �h� 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