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Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms
- Academy of Management Journal
, 2006
"... In this study, we developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant f i rm performance. A field study of 136 technology companies showed that commitment-based human resour ..."
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Cited by 84 (2 self)
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In this study, we developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant f i rm performance. A field study of 136 technology companies showed that commitment-based human resource practices were positively related to the organizational social climates of trust, cooperation, and shared codes and language. In turn, these measures of a firm's social climate were related to the firm's capability to exchange and combine knowledge, a relationship that predicted f irm revenue from new products and services and f irm sales growth. There is a widely held belief that an organization's survival and success are at least partially dependent on the effort, behaviors, and interactions of employees as they carry out the mission and strategy of the f irm (Wright & McMahan, 1992). Strategic human resource scholars have argued that companies can effectively influence the interactions, behaviors, and motivation of employees through different human resource (HR) practices (Huselid, 1995; Wright, Dunford, & Snell, 2001). In this regard, two HR practice alternatives have emerged in the literature: transaction-based HR practices, which emphasize individual short-term exchange relationships,
When does lack of resources make new firms innovative
- Academy of Management Journal
, 2005
"... We extend the resource-based perspective to explain innovation in new firms that have yet to develop resources. Using data on firms ’ efforts to commercialize technological inventions, we tested a model of the environmental conditions under which new firms’ lack of resources alternately promotes or ..."
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Cited by 43 (3 self)
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We extend the resource-based perspective to explain innovation in new firms that have yet to develop resources. Using data on firms ’ efforts to commercialize technological inventions, we tested a model of the environmental conditions under which new firms’ lack of resources alternately promotes or constrains innovation. We found that new firm innovation is greater in competitive and small markets, and in environments that do not demand extensive production assets. When are new firms innovative? Organizational researchers have long studied this question, but mixed findings have emerged from these studies. Some scholars have suggested that new firms, which cannot use existing firm knowledge (Cohen & Levinthal, 1990) and resources (Teece, 1986), have trouble innovating. However, other authors have argued exactly the opposite: New firms are highly innovative because their innovative efforts do not cannibalize their existing products (Arrow, 1962) or require them to filter new knowledge through organizational routines and structures that are ill-suited to that purpose (Henderson & Clark, 1990). More recently, researchers have sought to reconcile these conflicting perspectives by focusing on the nature of the new technology, arguing that new firms are better suited to developing radical innovations than incremental ones (Christensen & Bower, 1996; Hamilton & Singh, 1992). Although extremely informative, this approach fails to explain an important empirical phenomenon: Why are new firms better at innovation in some industries than in others?
Early teams: The impact of team demography on VC financing and going public
- Journal of Business Venturing
, 2007
"... This study investigates how top management team (TMT) demographic characteristics affect firm outcomes for young high technology firms in Silicon Valley. We study how team composition and turnover shape an entrepreneurial firm’s ability to attract venture capital and its ability to successfully comp ..."
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Cited by 35 (1 self)
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This study investigates how top management team (TMT) demographic characteristics affect firm outcomes for young high technology firms in Silicon Valley. We study how team composition and turnover shape an entrepreneurial firm’s ability to attract venture capital and its ability to successfully complete an initial public offering. We find that broad access to information by virtue of having top management team members that have worked for many different employers (diverse prior company affiliations) and have diverse prior experiences (functional diversity) tend to be associated with positive outcomes. In addition, entrants to and founder exits from the TMT increase the likelihood that a firm achieves an IPO. TMT exits, in turn, reduce the likelihood of achieving an IPO. Results also suggest that prior human capital experience is consistently associated with positive firm outcomes. These findings suggest that team experiences, composition and turnover are all important for bringing new insights to the firm and are associated with the likelihood that an entrepreneurial firm will succeed.
2006. Ambidexterity and performance in small- to mediumsized firms: The pivotal role of top management team behavioral integration
- Journal of Management
"... While a firm’s ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small- to medium-sized firms (SMEs). To that end, this study fo ..."
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Cited by 34 (2 self)
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While a firm’s ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small- to medium-sized firms (SMEs). To that end, this study focuses on the pivotal role of top management team (TMT) behavioral integration in facilitating the processing of disparate demands essential to attaining ambidexterity in SMEs. Then, to address the bottom-line importance of an ambidextrous orientation, the study hypoth-esizes its association with relative firm performance. Multisource survey data, including CEOs and TMT members from 139 SMEs, provide support for both hypotheses.
Investigating managers’ exploration and exploitation activities: the influence of top-down, bottom-up and horizontal knowledge inflows
- Journal of Management Studies
, 2007
"... Number of pages 40 ..."
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From resource base to dynamic capabilities: An investigation of new firms
- British Journal of Management
, 2009
"... This is the author’s version of a work that was submitted/accepted for pub-lication in the following source: McKelvie, Alexander & Davidsson, Per (2009) From resource base to dy-namic capabilities: an investigation of new firms. British Journal of Man- ..."
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Cited by 11 (0 self)
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This is the author’s version of a work that was submitted/accepted for pub-lication in the following source: McKelvie, Alexander & Davidsson, Per (2009) From resource base to dy-namic capabilities: an investigation of new firms. British Journal of Man-
Applying organizational research to public school reform: The effects of teacher human and social capital on student performance. Academy of Management Journal
, 2009
"... We investigated the effects of teacher human and social capital on growth in student performance in a sample of 1,013 teachers organized into 239 grade teams. We found that teacher human capital that is specific to a setting and task, and some indicators of teacher social capital, predicted student ..."
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Cited by 11 (0 self)
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We investigated the effects of teacher human and social capital on growth in student performance in a sample of 1,013 teachers organized into 239 grade teams. We found that teacher human capital that is specific to a setting and task, and some indicators of teacher social capital, predicted student performance improvement. At the team level, average educational attainment and horizontal tie strength were significant predictors of student improvement. We provide some evidence that team horizontal tie strength and density moderate the relationship between teacher ability and student perfor-mance. Implications of our multilevel analysis for theory, research, and policy are discussed. Public schools are organizations in which both intellectual and informational processes are impor-tant drivers of performance. The quality of public education has enormous civic and economic con-sequences and requires large public investments to maintain. In the United States, urban public schools are in trouble by virtually any measure (Schneider & Keesler, 2007). Beginning with the
EXPATRIATE KNOWLEDGE TRANSFER, SUBSIDIARY ABSORPTIVE CAPACITY, AND SUBSIDIARY PERFORMANCE
"... In this study, we theoretically identify three dimensions of expatriate competenciesability, motivation, and opportunity seeking—for knowledge transfer. Integrating the ability-motivation-opportunity framework and the absorptive capacity perspective, we propose that expatriate competencies in knowle ..."
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Cited by 10 (4 self)
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In this study, we theoretically identify three dimensions of expatriate competenciesability, motivation, and opportunity seeking—for knowledge transfer. Integrating the ability-motivation-opportunity framework and the absorptive capacity perspective, we propose that expatriate competencies in knowledge transfer influence a subsidiary's performance through the knowledge received by the subsidiary, but tbat this indirect eñect is stronger when subsidiary absorptive capacity is greater. We collected multisource, time-lagged data from 162 British subsidiaries of Taiwanese multinational ñrms. The results support our hypotheses. Overall, we contribute to expatriation theory and research by revealing speciñc expatriate competencies as well as identifying boundary conditions for successful expatriate knowledge transfer. How can the performance of subsidiaries of multinational corporations (MNCs) be enhanced? An important competitive advantage of MNCs lies in their ability to create and transfer knowledge from headquarters to subsidiaries and vice versa (Bartlett & Ghoshal, 1989; Kogut & Zander, 1993). MNCs often use expatriates to transfer knowledge from headquarters to subsidiaries (Edström &
Fairness from the Top: Perceived Procedural Justice and Collaborative Problem Solving in New Product Development
"... doi 10.1287/orsc.1060.0231 ..."
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Disentangling the Effects of CEO Turnover and Succession on Organizational Capabilities: A Social Network Perspective
"... doi 10.1287/orsc.1060.0201 ..."
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