Suchergebnisse - "Semadeni, Matthew"

Sample selection bias and Heckman models in strategic management research von Certo, S. Trevis, Busenbark, John R., Woo, Hyun-soo, Semadeni, Matthew

“… Research summary: The use of Heckman models by strategy scholars to resolve sample selection bias has increased by more than 700 percent over the last decade, …”
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A TALE OF TWO EFFECTS: USING LONGITUDINAL DATA TO COMPARE WITHIN- AND BETWEEN-FIRM EFFECTS von CERTO, S. TREVIS, WITHERS, MICHAEL C., SEMADENI, MATTHEW

“… Research summary: We investigate the theoretical and empirical implications of longitudinal data in strategy research. Theoretically, longitudinal data allow …”
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Strategy Research and Panel Data: Evidence and Implications von Certo, S. Trevis, Semadeni, Matthew

“… A number of studies in strategic management rely on panel (longitudinal) data to test theory. The advantages of panel data notwithstanding, such data introduce …”
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Value of strong ties to disconnected others: Examining knowledge creation in biomedicine von McFadyen, M. Ann, Semadeni, Matthew, Cannella, Albert A

“… Knowledge creation requires the combination and exchange of diverse and overlapping knowledge inputs as individuals interact with exchange partners to create …”
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Fight or flight: managing stigma in executive careers von Semadeni, Matthew, Cannella Jr, Albert A., Fraser, Donald R., Lee, D. Scott

“… We examine the labor market consequences borne by executives who remain at financially distressed firms relative to those who flee to another employer to avoid …”
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Last dance or second chance? Firm performance, CEO career horizon, and the separation of board leadership roles von Krause, Ryan, Semadeni, Matthew

“… In recent years, many firms have chosen to separate their CEO and board chair positions. Prior research has demonstrated that there are three forms that a …”
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Implementation scientists: A new role for the board of directors von Krause, Ryan, Semadeni, Matthew

“… It is widely acknowledged that boards of directors have some responsibility to engage in strategy, but there is little consensus as to what that engagement …”
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CEO POLITICAL IDEOLOGIES AND PAY EGALITARIANISM WITHIN TOP MANAGEMENT TEAMS von CHIN, M. K., SEMADENI, MATTHEW

“… Research summary: We examine the influence of CEO and compensation committee liberalism on top management teams (TMT) pay arrangements. Given that politically …”
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That special someone: When the board views its chair as a resource von Krause, Ryan, Semadeni, Matthew, Withers, Michael C.

“… Research summary: Many boards view their chairs as valuable resources. We predict that whether a board adopts such a view depends on the board chair's human …”
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CEO Duality: A Review and Research Agenda von Krause, Ryan, Semadeni, Matthew, Cannella, Albert A.

“… CEO duality—the practice of a single individual serving as both CEO and board chair—has been the subject of academic interest for more than 20 years. In that …”
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The perils of endogeneity and instrumental variables in strategy research: Understanding through simulations von Semadeni, Matthew, Withers, Michael C., Trevis Certo, S.

“… In this paper we use simulations to examine how endogeneity biases the results reported by ordinary least squares (OLS) regression. In addition, we examine how …”
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How and Why Top Executives Influence Innovation: A Review of Mechanisms and a Research Agenda von Zhu, David H., Zhao, Zeyu, Semadeni, Matthew

“… Scholars have shown increasing interest in the relationship between top executives and firm innovation. However, no systematic effort has been made to …”
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Corporate‐level influences on internal capital allocation: The role of financial analyst performance projections von Busenbark, John R., Semadeni, Matthew, Arrfelt, Mathias, Withers, Michael C.

“… Research contends that internal capital should be allocated in proportion to divisional performance, but scholars are often puzzled to find that managers do …”
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Insight or ignorance: How collaborative history in a workgroup fits with project type to shape performance von Parker, Owen N., Mui, Rachel, Bhawe, Nachiket, Semadeni, Matthew

“… •Workgroup members’ prior collaborations shape current project outcomes.•Psychological safety from collaboration can promote “shared misunderstanding”•Firms …”
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Choose to Fight or Choose to Flee? A Network Embeddedness Perspective of Executive Ship Jumping in Declining Firms von Jiang, Han, Cannella, Albert A., Xia, Jun, Semadeni, Matthew

“… Research summary: Executives in declining firms may engage in ship‐jumping behavior (i.e., voluntarily move to new employers before the failure occurs) to …”
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The Selection of an Interim CEO: Boundary Conditions and the Pursuit of Temporary Leadership von Mooney, Christine H., Semadeni, Matthew, Kesner, Idalene F.

“… More and more boards are tapping interim CEOs to temporarily fill the corner office. Prior research indicates the negative performance implications of this …”
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Minding your distance: how management consulting firms use service marks to position competitively von Semadeni, Matthew

“… This research examines the dyadic dynamics of positioning (i.e., determining where to locate relative to rivals) of services by consulting firms. Positioning …”
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Examining the performance effects of post spin-off links to parent firms: should the apron strings be cut? von Semadeni, Matthew, Cannella JR, Albert A.

“… Little research has examined the performance implications of the parent-child relationship post spin-off. Although the parent provided oversight of the child …”
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External COO/presidents as expert directors: A new look at the service role of boards von KRAUSE, RYAN, SEMADENI, MATTHEW, CANNELLA, ALBERT A.

“… Much of the scholarship on boards of directors has examined either the control (i.e., monitoring) role or the resource dependence role that boards fill …”
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Market value effects of acquisitions involving internet firms: a resource-based analysis von Uhlenbruck, Klaus, Hitt, Michael A., Semadeni, Matthew

“… While most prior research suggests that the average change in market value of acquiring firms varies closely around zero, recent research grounded in the …”
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