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��ࡱ�>�� fh����e��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������u �r��abjbj�n�n2b��a��a� �������""������������8�d=��olqqqqq����noooooo$q��s<%o9������%o��qq4^o������q�q�n���n���q�����!���������nto0�o�t^t��f0t��k��������%o%o}����o������������������������������������������������������������������������t���������"q s: strategic management journal volume 44, issue 10, october 2023 1. title: finding the right path to the top: how past interorganizational moves impact executive selection outcomes authors: shinjae won, matthew bidwell abstract: executives are a critical strategic resource but often build careers across multiple organizations. we explore how firms value that interorganizational mobility by studying executive selection. we suggest that hiring firms will value the diverse experience and adaptability that past mobility across organizations fosters, but that prior mobility can also signal a higher retention risk or lack of competency. using data from an executive search firm, we employ search-fixed effects model and structural equation models to estimate candidates' probabilities of receiving a job offer. we find that candidates' prior mobility indirectly increases their chances of being hired by increasing their functional diversity and reducing their tenure with their employer below 10 years. net of these effects, prior mobility has a negative effect on hiring. 2. title: who gains and who loses from more information in technology markets? evidence from the sunshine act authors: huiyan zhang, lee branstetter, raffaele conti, samir mamadehussene abstract: we consider the context of a technology market where participants (in particular, sellers) differ in reputation, and sellers observed participating in the transactions might suffer a reputation loss. our theoretical model predicts that low-reputation idea sellers, thanks to the improvement in information disclosure, are more likely to be involved in technology transactions; at the same time, high-reputation idea sellers, to protect their reputations, might prefer avoiding any transactions. this shift in seller composition might affect the quantity and quality of collaborations. to test our theory, we assess the effect of the physician payment sunshine act on physician-firm collaborations. overall, our findings indicate that while information disclosure might benefit some market participants, it can have unintended negative consequences for others. 3. title: knowledge seeking and anonymity in digital work settings authors: maren mickeler, pooyan khashabi, marco kleine, tobias kretschmer abstract: employees often need knowledge from colleagues to complete tasks successfully. with distributed and remote work becoming more common, organizations increasingly rely on digital technologies, such as organizational platforms, to support members' knowledge exchange. we study factors that hinder employees from seeking knowledge from others on such platforms. we argue that individuals' seeking decisions depend on expected social-psychological costs and economic considerations and posit that both can be muted by anonymizing seekers. in two experiments, we test our conjectures and find that both types of expected costs reduce knowledge seeking. social-psychological costs decrease individuals' knowledge seeking, while adding economic costs further reduces seeking. moreover, in digital settings, female knowledge seekers are more sensitive to their identity being known than males and thus benefit more from anonymity. 4. title: blinded by the person? experimental evidence from idea evaluation authors: linus dahlander, arne thomas, martin w. wallin, rebecka c. �ngstr�m abstract: seeking causal evidence on biases in idea evaluation, we conducted a field experiment in a large multinational company with two conditions: (a) blind evaluation, in which managers received no proposer information, and (b) non-blind evaluation, in which they received the proposer's name, unit, and location. to our surprise�and in contrast to the preregistered hypotheses�we found no biases against women and proposers from different units and locations, which blinding could ameliorate. addressing challenges that remained intractable in the field experiment, we conducted an online experiment, which replicated the null findings. a final vignette study showed that people overestimated the magnitude of the biases. the studies suggest that idea evaluation can be less prone to biases than previously assumed and that evaluators separate ideas from proposers. 5. title: incidence and performance of spinouts and incumbent new establishments: role of selection and redeployability within parent firms authors: natarajan balasubramanian, mariko sakakibara abstract: using matched employer-employee data from 30 u.s. states covering a wide range of industries, we compare spinouts with new establishments formed by incumbents (ines). we propose a selection-based framework comprising idea selection by parents to internally implement ideas as ines, entrepreneurial selection by founders to form spinouts, and exit selection to close ventures. consistent with parents choosing better ideas in the idea selection stage, we find that ines perform relatively better than spinouts, and more so with larger parents. regarding the entrepreneurial selection stage, we find evidence consistent with resource requirements being a greater entry barrier to spinouts. parents' resource redeployment opportunities are associated with lower relative survival of ines, consistent with their being subject to greater selection pressures in the exit selection stage. 6. title: the disparate economic outcomes of stigma: evidence from the arms industry authors: mohamad sadri, alessandro piazza, kam phung, wesley helms abstract: organizational stigma has been commonly associated with a number of negative economic externalities in prior literature, but the mechanism by which this occurs and the extent of the associated consequences have received little attention. we address these gaps by theorizing that stigmatizing labels damage the legitimacy of the target by highlighting a deviation from the expectations of relevant audiences. we also argue that the content and focus of stigmatizing labels, as well as the features of the stigmatizer audience deploying them, will affect the magnitude of the negative economic consequences of stigma. through an analysis linking the condemnation of arms producers in the media between 1998 and 2016 to cumulative abnormal returns (car) in the stock market, we find broad support for our arguments. 7. title: when opportunity meets ability: the moderating effects of prolific inventors on novel drug innovation following product development failure in biotechnology authors: daniel tzabbar, amrita lahiri, donghwi josh seo, warren boeker abstract: through a longitudinal study of the product development portfolios of 457 us-based firms in the biotechnology industry, we investigate how prolific inventors shape a firm's innovative direction following product development failure. contrary to received wisdom, we argue and demonstrate that an increase in the number of prolific inventors is associated with a decrease in firm propensity to pursue novel product innovation following such failure. we further find that the presence of prolific inventors with greater collaborative strength and longer tenure negatively moderate the positive relationship between failure and the pursuit of novel product development. we discuss the implications of our results for research on learning from failure and strategic human capital. 8. title: more effective solutions? senior managers and non-routine problem solving authors: benoit decreton, esther tippmann, phillip c. nell, andrew parker abstract: solving non-routine problems�problems for which current organizational, recurrent action patterns do not offer a predetermined, effective solution�can be an important source of value creation. when these problems occur in subsidiaries of multinational corporations, senior headquarters managers can potentially help solve them. however, whether their involvement is beneficial rests upon the assumptions that they know which knowledge is appropriate and that their involvement does not $&./029<>?@bk���ʸʧ�ʸ�zf^qc5h� �h� �5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo(h�]5�cjojqj^jajh 2e5�cjojqj^jajh� �5�cjojqj^jaj h��5�cjojqj^jajo(#h� �h� �5�cjojqj^jaj#h�"�h�"�5�cjojqj^jaj h$-�5�cjojqj^jajo(#h� �h� �5�cjojqj^jaj?@a��01��qr�������g��������������������������gd�psgd)w�gd$?�gdto�gd�l$gd%j,gdu<�gd�"�$a$gdt4���������/0124:;��������������妙��s�eswges�wgehvi�h�l$5�ojqj^jo(h�vwh�vw5�ojqj^jh�l$h�l$5�ojqj^jh�l$5�ojqj^jo(hj�5�ojqjo(hiht4ojqj^jo(h� �h� �ojqj^jhihj�ojqj^jo(ht45�ojqj^jo(h� �h� �5�ojqj^jh�:5�ojqj^jhicy5�ojqj^jh�"�hu<�5�ojqj^jhj�5�ojqj^jo(��pqrstu[\�����������������˾�����}���r�}�dwj�=hs/�5�ojqj^jo(hihanojqj^jhtajhtajojqj^jh� )hto�ojqj^jo(h�:5�ojqj^jhvi�hto�5�ojqj^jo(htajhtaj5�ojqj^jhto�hto�5�ojqj^j hto�hto�h�"�h�`�5�ojqj^jhto�5�ojqj^jo(h%j,5�ojqjo(hihu<�ojqj^jo(h�vwh�vwojqj^jhih�l$ojqj^jo(�������� &'����������ȸ�֭ȸ㟒�yl^plbh�h�h�h�5�ojqj^jh�psh�ps5�ojqj^jh�"�h)w�5�ojqj^jh�ps5�ojqj^jo(h)w�5�ojqjo(hvi�h%j,ojqj^jo(hhojqj^jh� )h$?�ojqj^jo(h�:5�ojqj^jhvi�h$?�5�ojqj^jo(hh5�ojqj^jh$?�5�ojqj^jo(h$?�h$?�5�ojqj^jh�"�h%j,5�ojqj^j5fgpq����������˽����vk^pb^4h&}�h&}�5�ojqj^jhr7ahr7a5�ojqj^jh�"�h)w�5�ojqj^jhr7a5�ojqj^jo(h)w�5�ojqjo(hvi�h)w�ojqj^jo(h�h�h�h�ojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h�h�h�h�5�ojqj^jh�:5�ojqj^jh�ps5�ojqj^jo(h�psh�ps5�ojqj^jhvi�h�ps5�ojqj^j�\�"�";#�#�&�&�&4'�a�a�a�a�a�a�a�a�a�a�a���������������������gd�gd�)ggd|�gd)w�gdr7a!"o[\ef�"�"�"�"�"�"�":#���ʼ����uj]oa]3h]4h]45�ojqj^jh|�h|�5�ojqj^jh�"�h)w�5�ojqj^jh|�5�ojqj^jo(h)w�5�ojqjo(hvi�h)w�ojqj^jo(h&}�h&}�ojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h&}�h&}�5�ojqj^jh�:5�ojqj^jhvi�hvi�5�ojqj^jhr7ahr7a5�ojqj^jhvi�hr7a5�ojqj^j:#;#d#u#�#�#�#�#�&�&�&�&�&�&�&�&�&�&�&&'���ʺ����xk]oka3ok�hvi�h�)g5�ojqj^jh�uyh�uy5�ojqj^jh�)gh�)g5�ojqj^jh�"�h)w�5�ojqj^jh�)g5�ojqj^jo(h)w�5�ojqjo(hvi�h)w�ojqj^jo(h]4h]4ojqj^jh}onh)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h]4h]45�ojqj^jh�:5�ojqj^jh|�h|�5�ojqj^jhvi�h|�5�ojqj^j&'3'4'='>'$)@�a�a�a�a�a�a�a�a�a�a�a���ÿ������������h�jh�uh#�hsv8ojqj^jo(uh�uyh�uyojqj^jhih)w�ojqj^jo(h$?�h)w�5�ojqj^jhvi�h)w�5�ojqj^jo(h�uyh�uy5�ojqj^jnegatively influence the problem solving process. we challenge these assumptions and theorize that the involvement of senior headquarters managers is negatively related to solution effectiveness, unless senior subsidiary managers are also involved, and especially if problems have an external locus (i.e., primarily relate to the firm's products and services). our robust results are consistent with our theory.     01�82p��. ��a!�"�#��$��%��s�� ��s2���� 0@p`p������2(�� 0@p`p������ 0@p`p������ 0@p`p������ 0@p`p������ 0@p`p������ 0@p`p��8x�v~�������� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@�� 0@pj_hmh nhsh thj`��j ck�e $1$a$ cjkh_hajmh nhsh th$a ���$ ؞���k=�w[sobi���b nf�h�&��ŝ�]�6��ҩ��n=���in����a7���qb&>!"�h [�� �lx�z)��w�v�og�%�ţ|8mă#�/��8��'��=���q�u*��c�`c�w{�d6��/�[��yl���%�� ��n� {�\�o�sm�/�~��i�bcax���/=x e��'5��&\�h�4da���,ye\}�)�l�a�����r�^��*�z���y�v-wowz�n�]��:m�v�=t�c���w��r�b���*i�v�u�r��u����|�nc`�|����*^����pk! ѐ��'theme/theme/_rels/thememanager.xml.rels��m �0���wooӻ�&݈э���5 6?$q�� �,.�a��i����c2�1h�:�q��m��@rn��;d�`��o7�g�k(m&$r(.1�r'j��њt���8��v�"��aȼ�h�u}��|�$�b{��p����8�g/]�qasم(����#��l�[������pk-!����[content_types].xmlpk-!�֧��6 0_rels/.relspk-!ky���theme/theme/thememanager.xmlpk-!���f���theme/theme/theme1.xmlpk-! ѐ��'� theme/theme/_rels/thememanager.xml.relspk]� � b���� ���:#&'�a��a�@� @���������h ��0�( � ����0�( � ��b �s ���� ?�w���i|����������������� �    �(7@jhklqbmov_egntw���� � � � � � � � � � � ��k� � � � � � � � � � � $&.029<>aak����455?������tvv`������� � � � � � � � ����ju����&_j����>??h����������7b� � ��q04e��n[g],-�o�����`<|��o";0ri1�%��oarrsui��w�i�= {u�,� uz*�m� �r=��-9h�s��eme�.~�� {r�v �4�1l2q �"�i aha��og>�u��`�1_%v��nh{��q��u�3�d]-�z:kkkkn;�q0�<�?*� 7��:a��^b� �l{��2h�(�#!�q��m4-cqrrs�4>�p]�sao-�?��yn�b~i�(��)ib�-���>!]�.�` rv:g&>!��}n!�l��2�"�0r��\�|�md-%;�blrbr]�a 6ji� ��vj�`�[jo 5j90�ry �:[� k 3q-r�jx 8i� tp� k�|�2~� ��y��k� ?i��� * �? 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