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Strategy & International Business

Members of the Strategy & International Business group have broad research interests in the areas of strategy, organisation theory and international business. They actively contribute to both academic and business communities. They have published in top-tier journals such as Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Organization Science, Organizational Behavior and Human Decision Processes and Journal of Applied Psychology. They currently serve or have served as associate editors at journals such as Journal of Management and Organization Studies and sit on the editorial boards of journals such as Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal and Organization Science.

The members of this group are cited and quoted regularly in the world media including the Financial Times, the Wall Street Journal and Business Week among others. They have worked with some of the world's leading organisations through collaborative research or executive education and have advised various multilateral agencies through collaborative research, executive education and advisory roles. 

The research of the group falls broadly into the following categories: 

  • Social stability and change (Kamal Munir, Shahzad Ansari, Jochem Kroezen)
  • Cultural industries (Allègre Hadida, Jochem Kroezen)
  • Competitive dynamics: industrial and national (Kamal Munir, Sucheta Nadkarni, Jin Zhang)
  • Dynamic capabilities (Shahzad Ansari, Allègre Hadida)
  • Technology and society (Shahzad Ansari, Kamal Munir)
  • Business and society (Kamal Munir, Jochem Kroezen, Lionel Paolella)
  • Political economy and evolution of Chinese businesses (Jin Zhang, Peter Williamson)
  • Behavioural strategy, executive characteristics and strategic cognition (Sucheta Nadkarni)
  • Categorisation processes and social structures of markets (Lionel Paolella, Kamal Munir)
  • Legal services markets (Lionel Paolella)
  • Industry renewal (Jochem Kroezen)

Faculty

Lecturer and Senior Lecturer are equivalent to Assistant Professor in North American terminology. Reader is equivalent to Associate Professor with tenure in North American terminology.

PhD students

Fellows & Associates

Members of the group regularly publish in top academic and practitioner journals in management. Here is a selection from the last few years:

2016

Nadkarni, S., Chen, T. and Chen, J. (2016) "The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness." Strategic Management Journal, 37(6): 1132-1153 (DOI: 10.1002/smj.2376)

2015

Gray, B., Purdy, B. and Ansari, S. (2015) "From interactions to institutions: microprocesses of framing and mechanisms for the structuring of institutional fields." Academy of Management Review, 40(1): 115-143 (DOI: 10.5465/amr.2013.0299)

Reinecke, J. and Ansari, S. (2015) "What is a 'fair' price? Ethics as sensemaking." Organization Science (DOI: 10.1287/orsc.2015.0968) (a previous version of this paper won the Best Environmental and Social Practices Paper Award, OMT Division, Academy of Management, 2013)

Reinecke, J. and Ansari, S. (2015) "When times collide: temporal brokerage at the intersection of markets and development." Academy of Management Journal, 58(2): 618-648 (DOI: 10.5465/amj.2012.1004) (a previous version of this paper won the Best International Paper Paper Award, OMT Division, Academy of Management, 2014)

2014

Nadkarni, S. and Chen, J. (2014) "Bridging yesterday, today, and tomorrow: CEO temporal focus, environmental dynamism, and rate of new product introductions." Academy of Management Journal, 57(6): 1810-1833 (DOI: 10.5465/amj.2011.0401)

Mohammed, S. and Nadkarni, S. (2014) "Are we all on the same temporal page? The moderating effects of temporal team cognition on the polychronicity diversity-team performance relationship." Journal of Applied Psychology, 99(3): 404-422 (DOI: 10.1037/a0035640)

Herrmann, P. and Nadkarni, S. (2014) "Managing strategic change: the duality of CEO personality." Strategic Management Journal, 35(9): 1318-1342 (DOI: 10.1002/smj.2156)

Williamson, P.J. and Yin, E. (2014) "Accelerated innovation: the new challenge from China." MIT Sloan Management Review, 55(4): 1-8

2013

Seifert, M. and Hadida, A.L. (2013) "3 humans + 1 computer = best prediction." Harvard Business Review, 91(5): 28

Seifert, M. and Hadida, A.L. (2013) "On the relative importance of linear model and human judge(s) in combined forecasting." Organizational Behavior and Human Decision Processes, 120(1): 24-36

Durand, R. and Paolella, L. (2013) "Category stretching: reorienting research on categories in strategy, entrepreneurship, and organization theory." Journal of Management Studies, 50(6): 1100-1123 (DOI: 10.1111/j.1467-6486.2011.01039.x)

Ansari, S.M., Wijen, F. and Gray, B. (2013) "Constructing a climate change logic: an institutional perspective on the 'tragedy of the commons'." Organization Science, 24(4): 1014-1040 (DOI: 10.1287/orsc.1120.0799)

2012

Ansari, S., Munir, K. and Gregg, T. (2012) "Impact at the 'bottom of the pyramid': the role of social capital in capability development and community empowerment." Journal of Management Studies, 49(4): 813-842 (DOI: 10.1111/j.1467-6486.2012.01042.x)

Williamson, P.J. and De Meyer, A. (2012) "Ecosystem advantage: how to successfully harness the power of partners." California Management Review, 55(1): 24-46

2011

Williamson, P.J. and Raman, A.P. (2011) "How China reset its global acquisition agenda." Harvard Business Review, 89(4): 109

Ansari, S. and Phillips, N. (2011) "Text me! New consumer practices and change in organizational fields." Organization Science, 22(6): 1579-1599 (DOI: 10.1287/orsc.1100.0595)

Mohammed, S. and Nadkarni, S. (2011) "Temporal diversity and team performance: the moderating role of team temporal leadership." Academy of Management Journal, 54(3): 489-508 (DOI: 10.5465/AMJ.2011.61967991)

Nadkarni, S., Herrmann, P. and Perez, P.D. (2011) "Domestic mindsets and early international performance: the moderating effect of global industry conditions." Strategic Management Journal, 32(5): 510-531 (DOI: 10.1002/smj.888)

2010

Ansari, S.M., Fiss, P. and Zajac, E. (2010) "Made to fit: how practices vary as they diffuse." Academy of Management Review, 35(1): 67-92

Dacin, M.T., Munir, K. and Tracey, P. (2010) "Formal dining at Cambridge colleges: linking ritual performance and institutional maintenance." Academy of Management Journal, 53(6): 1393-1418

Nadkarni, S. and Herrmann, P. (2010) "CEO personality, strategic flexibility, and firm performance: the case of the Indian business process outsourcing industry." Academy of Management Journal, 53(5): 1050-1073 (DOI: 10.5465/AMJ.2010.54533196)

Other notable publications

2014

Hadida, A.L. and Tarvainen, W. (2014) "Organizational improvisation: a consolidating review and framework." International Journal of Management Reviews (forthcoming)

Hadida, A.L. and Paris, T. (2014) "Managerial cognition and the value chain in the digital music industry." Technological Forecasting and Social Change, 83: 84-97 (DOI: 10.1016/j.techfore.2013.04.005)

Munir, K. (2014) "A loss of power in institutional theory." Journal of Management Inquiry (DOI: 10.1177/1056492614545302) (published online Aug 2014; forthcoming in print) (lead article to which Professors Paul Hirsch, Michael Lounsbury, Roy Suddaby and Hugh Willmott responded in the same issue)

2013

Munir, K. and Naqvi, N. (2013) "Pakistan's post-reforms banking sector: a critical evaluation." Economic and Political Weekly, 48(47): 38-42

Hadida, A.L. (2013) "Let your hands do the thinking!: Lego bricks, strategic thinking and ideas generation within organizations." Strategic Direction, 29(2): 3-5 (DOI: 10.1108/02580541311297976)

Hadida, A.L. (2013) "Institutions, assets combinations and film performance: a U.S.-French comparison." Psychology of Aesthetics, Creativity and the Arts, 7(2): 155-170 (DOI: 10.1037/a0030166)

2012

Herzog, J.O., Munir, K.A. and Kattuman, P. (2012) "The King and I: monarchies and the performance of business groups." Cambridge Journal of Economics (DOI: 10.1093/cje/bes032) (published online Jul 2012; forthcoming in print)

Munir, K. and Khalid, S. (2012) "Pakistan's power politics." Economic and Political Weekly, 47(25): 24-27

2011

Koene, B. and Ansari, S. (2011) "Institutional change and the multinational change agent." Journal of Organizational Change Management, 24(4): 511-531 (DOI: 10.1108/09534811111144647)

Ansari, S., Wijen, F. and Gray, B. (2011) "Fiddling while the ice melts? How organizational scholars can take a more active role in the climate change debate." Strategic Organization, 9(1): 70-76 (DOI: 10.1177/1476127010395525)

Munir, K.A. (2011) "Financial crisis 2008-2009: what does the silence of institutional theorists tell us?" Journal of Management Inquiry, 20(2): 114-117 (DOI: 10.1177/1056492610394739)

Yin, E. and Williamson, P.J. (2011) "Rethinking innovation for a recovery." Ivey Business Journal (Online Edition), May/Jun

2010

Hadida, A.L. (2010) "Commercial success and artistic recognition of motion picture projects." Journal of Cultural Economics, 34(1): 45-80 (DOI: 10.1007/s10824-009-9109-z)

Nolan, P. and Zhang, J. (2010) "Global competition after the financial crisis." New Left Review, 64: 97-108

Williamson, P.J. (2010) "Cost innovation: preparing for a 'value-for-money' revolution." Long Range Planning, 43(2-3): 343-353

2009

Hadida, A.L. (2009) "Motion picture performance: a review and research agenda." International Journal of Management Reviews, 11(3): 297-335 (watch "Six things we know about motion picture performance")

Runde, J., Jones, M., Munir, K. and Nikolychuk, L. (2009) "On technological objects and the adoption of technological product innovations: rules, routines and the transition from analogue photography to digital imaging." Cambridge Journal of Economics, 33(1): 1-24 (DOI: 10.1093/cje/ben023)

Books

2013

Zhang, J. (2013) Globalisation and Chinese large firms (in Chinese). Tianjin: Nankai University Press.

Refereed book chapters

2015

Birkinshaw, J. and Ansari, S. (2015) "Understanding management models: going beyond 'what and why' to 'how' work gets done in organizations." In: Foss, N.J. and Saebi, T. (eds.) Business model innovation: the organizational dimension. (forthcoming)

2014

Hadida, A.L. (2014) "Performance in the creative industries." In: Jones, C., Lorenzen, M. and Sapsted, J. (eds.) Oxford handbook of the creative industries. Oxford: Oxford University Press (forthcoming) (watch "Creative and cultural industries performance")

2013

Hadida, A.L. (2013) "Strategic assets and performance across institutional environments." In: Kaufman, J.C. and Simonton, D.K. (eds.) The social science of cinema. Oxford: Oxford University Press, pp.207-231

2012

Kroezen, J.J. and Heugens, P.M.A.R. (2012) "Organizational identity formation: processes of identity imprinting and enactment in the Dutch microbrewing landscape." In: Schultz, M., Maguire, S., Langley, A. and Tsoukas, H. (eds.) Constructing identity in and around organizations. Oxford: Oxford University Press, pp.89-128

2010

Ansari, S. and Munir, K. (2010) "Letting users into our world: some organizational implications of user-generated content." In: Griffiths, D., Phillips, N. and Sewell, G. (eds.) Technology and organization: essays in honour of Joan Woodward. (Research in the Sociology of Organizations Series, vol.29) Bingley: Emerald Group Publishing, pp.79-105

Munir, K., Ansari, S. and Gregg, T. (2010) "Beyond the hype: taking business strategy to the 'bottom of the pyramid'." In: Baum, J.A.C. and Lampel, J. (eds.) The globalization of strategy research. (Advances in Strategic Management Series, vol.27) Bingley: Emerald Group Publishing, pp.247-276

Ansari, S., Sidhu, J., Oshri, I. and Volberda, H. (2010) "Knowledge management across globally disaggregated onshore and offshore teams: the role of organizational politics." In: Contractor, F.J., Kumar, V., Kundu, S.K. and Pedersen, T. (eds.) Offshoring and outsourcing: the organizational and geographical relocation of high-value company functions. Cambridge: Cambridge University Press.

Members of the Strategy & International Business group engage deeply with the business community, multilateral agencies and governments through their impactful research, innovative executive education programmes and area expertise. Members of the group have spearheaded several research projects and grants funded by companies such as Boeing, Booz Allen Hamilton and Newton Asset Management (a division of BNY Mellon Bank). They have advised major multilateral agencies such as the World Bank, the European Commission, the Asian Development Bank and UNCTAD, as well as governments of countries such as Greece and Pakistan.

The Strategy & International Business subject group hosts a seminar series of distinguished visiting scholars. Please contact Luke Slater if you would like to be added to the mailing list.

2016/17 seminar series

Toward a Better Understanding of How It (Sometimes) Pays to Be Good
Professor Michael Barnett, Rutgers University

12:30-14:00, 8 September 2016
Room W2.02, Cambridge Judge Business School

Abstract

Does it pay to be good? That is, do firms profit from their “investments” in corporate social responsibility? Hundreds of studies demonstrate that often they do. But few studies provide clear insights into how they do, and why they sometimes do not. Herein, I review work on the business case for corporate social responsibility, highlight the central role of stakeholders of, in effect, transforming good into gold, and then demonstrate the need for further research on stakeholder cognition in order to better determine boundaries on profiting from social investment.

The Generativity of Institutional Logics
Professor William Ocasio, Kellogg School of Management, Northwestern University

16:00-17:30, 25 October 2016
Room W4.03, Cambridge Judge Business School

Abstract

This study proposes and theorises a distinctive driver of institutional change, which we label the generativity of institutional logics. Departing from prevailing theory, which tends to conceptualise individual logics as sources of stability, we propose that certain logics actively encourage institutional change, in the form of their own ongoing elaboration. Drawing on a qualitative case study of the logic of hospital medicine in the United States, we develop empirically grounded theory to explain when and how logics are likely to generate change. We propose that institutional logics possess differing generative capacities, making institutional elaborations – changes in roles, theories and practices – more or less likely. We identify two key components of this capacity – incompleteness and openness – and three generative activities through which this capacity is realised – reflection, experimentation, and energetic engagement. We explain how our theory contributes to the institutional logics perspective, to debates on the role of embedded agency, to the literature on institutional work, and to recent concerns with institutions and emotions.

Does It Matter How Firms Augment Their Talent? A Comparative Performance Assessment of Human Capital Building & Acquiring Strategies
Dr Deepak Somaya, The College of Business, University of Illinois at Urbana-Champaign

14:00-15:30, 31 October 2016
Room W4.03, Cambridge Judge Business School

Abstract

Human capital is widely regarded as a critical resource from which firms derive performance advantages, and firms mainly augment their human capital using one of two strategic approaches - building and acquiring. In order to generate above-normal economic returns from these strategies, this paper identifies four classic human capital-related problems that need to be addressed: quality uncertainty, firm-specific human capital, team complementarity, and employee motivation, each of which can manifest differently depending on the firm's chosen human capital augmentation strategy. We develop theory regarding conditions that enable firms to mitigate these problems and thus increase economic returns. We hypothesise that when a firm relies more on a building (vis-à-vis acquiring) strategy, its reputation and its employees' promotion chances positively impact economic returns. Conversely, when a firm relies relatively more on an acquiring strategy, its acquisition of external leadership positively impacts economic returns. These hypotheses are empirically tested with a longitudinal panel dataset of large US law firms.

Speaker bio

Deepak Somaya is an Associate Professor of Strategy and Entrepreneurship, the Steven and Christy King Faculty Fellow and Director of Graduate Studies at the College of Business, University of Illinois at Urbana Champaign. He is also an Associate Professor in the College of Law and in the Institute for Genomic Biology at the University of Illinois. Deepak received his PhD in Business Administration from the University of California at Berkeley, his MBA from the Indian Institute of Management (Calcutta), and his BTech in mechanical engineering from the Indian Institute of Technology (Bombay). Prior to his academic career, he worked as a management consultant advising top managers of large and mid-sized firms about their strategy and organisation. In his research, Deepak studies how companies strategise about and derive competitive advantage from their knowledge assets, which includes their human capital, relational assets and intellectual property. His research has been published in over 30 journal articles, book chapters, and conference proceedings, and has received numerous awards including a best dissertation award, several conference best paper awards, and the 2012 California Management Review Best Article Award. Deepak teaches courses on Strategic Management, Technology Strategy, Intellectual Property Strategy, and Strategic Human Capital. He serves on the editorial boards of several leading journals and is the Chair for the Strategic Human Capital interest group of the Strategic Management Society.

Experimental Institution Building: How Innovative Governance Emerged in Response to the Rana Plaza Disaster
Professor Juliane Reinecke, Warwick Business School

12:30-14:00, 2 November 2016
Room W4.05, Cambridge Judge Business School

Abstract

How do new global regulatory institutions emerge to govern adverse human rights impacts of global supply chains? Developing country contexts often suffer from a lack of well-established and functioning institutions and governance structures to prevent widespread human rights violations. Institution-building is complicated by strategic uncertainty resulting from increasingly complex webs of transnational, inter-organisational relationships, the wickedness of problems and multiplicity of actors involved, which has overwhelmed conventional hierarchical governance. We use a pragmatist approach to examine how actors negotiated and implemented an institutional innovation, the Bangladesh Accord for Fire and Building Safety in response to the 2013 Rana Plaza disaster. We show how actors cycle through processes of problem solving, reflexivity and deliberative bargaining as they build and embed new governance institutions in local environments amidst strategic uncertainty, complexity, and resistance. Rather than institutional creation or reproduction, the findings highlight the role of experimentation in transnational institution-building: this allows for a degree of ambiguity to be built into governance institutions to create multi-actor commitment alongside adaptive flexibility.

Speaker bio

Juliane Reinecke is Professor of Organisation Studies at Warwick Business School, University of Warwick. She is a Fellow at the Cambridge Institute for Sustainability Leadership, and Research Fellow at Cambridge Judge Business School, from where she received her PhD. Her research interests include process perspectives on ethics, global governance, sustainability, and temporality in organisations and in global value chains. Her work has been published in the Academy of Management Journal, Journal of Management Studies, Organization Science, Organization Studies, and Research Policy, among others. Juliane serves as Associate Editor of Business Ethics Quarterly and on the Editorial boards of Organization Studies and Organization.

Building Meaning: City Identity and the Built Environment
Dr Candace Jones, University of Edinburgh

12:15-13:45, 9 November 2016
Room W4.05, Cambridge Judge Business School

Abstract

Meaning is at the heart of identity – who we are and what we do. We focus on a specific form of collective identity – city identity – and build on Cerulo’s research (1995, 2005, 2009) that collective identity and shared experiences are encoded into material form. We extend collective identity by focusing on space and the built environment, which in contrast to national symbols, are in constant process of revision, including both change and stability. This combination of stability and change in material form enables us to examine the dynamic, interactive processes of collective identity. We engage in an inductive case study of Boston from 1930 through 2014 to explore how city identity and meaning is expressed, co-constructed and contested in the construction and removal of the elevated freeway. We trace the discourse and relations among key stakeholders: government policymakers, the Mayor, trade associations (private business interests), architects, architectural critics and the lay public. Our tentative and initial findings reveal how the built environment serves as a mnemonic device, triggering some historical memories and narratives to construct meaning and the city’s identity.

Speaker bio

Candace Jones research interests include creative industries and professional services from the lenses of networks, vocabularies, institutional logics, and materiality.

She has published on range of creative industries, including film, music, architects and architecture, in a variety of top journals, including the Academy of Management ReviewAcademy of Management AnnalsAdministrative Science QuarterlyJournal of Organizational Behavior,Organization Science, and Organization Studies and Poetics.

In 2015, she co-edited the Oxford Handbook of Creative Industries with Jonathan Sapsed and Mark Lorenzen.

She is on the Editorial Review Boards of Academy of Management ReviewJournal of Professions and OrganizationOrganization Science andOrganization Studies.

Bringing the Boss's Politics In: Supervisor Political Ideology and the Gender Gap in Earnings
Professor Aparna Joshi, Smeal College of Business, Penn State University

14:00-15:30, 21 November 2016
Room W4.03, Cambridge Judge Business School

Abstract

The gender gap in earnings and rewards remains persistent across many professional and managerial work contexts. In these settings, where there are few objective criteria for performance and organisational mechanisms are weak, we propose that personal political values can serve as a powerful influence on whether supervisors reduce or enhance inequalities in performance-based rewards. We develop theory about how political liberalism versus conservatism, reflecting different views on social inequality and social change, affect supervisors' perceptions and allocative decision making. Combining internal personnel and billings data with publicly-available political donation records in a large law firm, we test the effect of political ideology among supervising law firm partners on the performance-based bonuses awarded to male and female subordinate lawyers. We find the male-female gender gap in performance-based pay is reduced for professional workers tied to liberal supervisors, relative to conservative supervisors. We further find this political ideology effect increases for workers with greater seniority in the organisation. Our findings contribute to an understanding of the determinants of the gender earnings gap, suggesting that in settings where managers have leeway over rewards and careers, their personal political beliefs have an important influence on outcomes for male and female workers.

Speaker bio

Aparna Joshi's work focuses on multilevel issues in workplace diversity, gender issues in science and engineering, collaboration in global and distributed teams, generational issues in the workplace, and international and cross-cultural management. Her work in the area of gender dynamics in engineering work groups was recently awarded a National Science Foundation grant. Her research appears in Administrative Science Quarterly, Academy of Management Review, Academy of Management Journal, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Organization Science. Aparna's work has received the Academy of Management's Saroj Parasuraman Award in 2010, the Dorothy Harlow Distinguished Paper Award in 2006 and 2008, the Ulrich-Lake Award for Outstanding Contribution to the Human Resource Management Journal, and the Academy of Management's Best Dissertation Award (Gender and Diversity in Organizations division) and has also been featured in the Cincinnati Enquirer, USA Today, and the Times of India. Prior to joining Smeal she was on the faculty of the University of Illinois, Champaign-Urbana. She has served on the editorial boards of the Academy of Management Journal and Organizational Behavior and Human Decision Processes and is currently an Associate Editor for the Academy of Management Journal. She was awarded the 2014 Cummings Award for Early to Mid-Career Scholarly Achievement, one of the highest professional honors in the field, by the Organizational Behavior Division of the Academy of Management.

Construction of Illegitimacy in the Case of Absinthe
Professor Eero Vaara, Aalto University School of Business

14:00-15:30, 6 December 2016
Castle Teaching Room, Cambridge Judge Business School

Abstract

While there is a proliferation of research on legitimacy and legitimation, much less is known about how illegitimacy is socially constructed. In fact, a big part of this literature tends to assume that rendering something illegitimate is just the reverse of the process of legitimation. We argue that this is not the case with many phenomena that through social negotiation become to be seen or labelled as illegitimate. To develop a better understanding of how new illegitimate forms or categories are created, we adopt an historical discursive perspective that helps to highlight the processes and actions taken by various actors to construct senses of illegitimacy. In this paper, we draw on an historical case study of illegitimacy construction surrounding the alcoholic beverage absinthe between 1859 and 1915 in France. Along with the popularisation of absinthe, skepticism and criticism were voiced. Absinthe was portrayed as harmful to human health, society, and even the French nation. In 1915, while the consumption of absinthe was still popular and widespread, the French government issued a law banning its production and consumption in France. Based on this analysis, we develop a model that elucidates three interrelated dynamics of illegitimacy construction: construction of discursive resources to make sense of the novel category, mobilisation of these resources by various actors, and the stage-wise convergence of views through opportune moments and turning points.

Speaker bio

Eero Vaara is a Professor of Organization and Management at Aalto University School of Business, a Permanent Visiting Professor at EMLYON Business School, and a Distinguished Visiting Scholar at Lancaster University, UK. His research interests focus on organisational, strategic and institutional change, strategic practices and processes, and historical and methodological issues in management and organisation research. He has worked especially on discursive and narrative approaches. He is serving as an Associate Editor of the Academy of Management Journal.

The Contingent Value of the Dedicated Alliance Function
Professor Dovev Lavie, Technion: Israel Institute of Technology

Time tbc, 14 March 2017
Room W2.02, Cambridge Judge Business School

Abstract

The alliance literature has underscored the merits of a dedicated alliance function that promotes standardisation, formalisation, and centralisation of alliance management practices. However, some recent studies reveal that this function does not create value. We shed light on this debate in the literature by distinguishing the contribution of the firm's dedicated alliance function from that of its partner's alliance function, and contending that the firm's alliance can benefit more from the partner's dedicated function. We further conjecture that the contribution of the firm's dedicated alliance function is contingent on both partner-specific experience that the firm gains in recurrent alliances with the same partner and on general partnering experience that is accumulated with all of the firm's prior partners. We claim that the value of the dedicated alliance function increases with general partnering experience but at the same time declines with partner-specific experience. Our analysis of more than 15,000 alliances involving US-based software firms supports these assertions. Our findings suggest that instituting organisational practices that are meant to enhance a firm's ability to leverage its experience can in fact restrict its gains from experience. We further conclude that by appropriately leveraging its alliance function, the firm can manage conflicting routines and overcome the tradeoff between efficient use of alliance management practices and responsiveness to partners in its alliance portfolio.

Speaker bio

Dovev Lavie is a Full Professor and Vice Dean of MBA Programs at the Faculty of Industrial Engineering and Management at the Technion. He earned his PhD in Management at the Wharton School and served as an Assistant Professor at the University of Texas at Austin. He also held visiting positions at London Business School and Bocconi University. Lavie is a Sloan Industry Studies Fellow, a recipient of the Strategic Management Society's Emerging Scholar Award, and winner of the INFORMS TMS Best Dissertation Award and the Academy of Management Newman Award. His research interests include the evolution and performance implications of alliance portfolios, the balancing of exploration and exploitation, and applications of resource-based theory in interconnected technology-intensive industries. His work has been published in leading journals, such as the Strategic Management Journal, Academy of Management Review, Academy of Management Journal, and Organization Science. Lavie has served as an associate editor at the Academy of Management Journal and a special issue editor of the Strategic Management Journal.

Hostile Principals: Managerial Response to Short Sellers
Professor Brian L. Connelly, Raymond J. Harbert College of Business, Auburn University

13:00-14:30, 17 February 2017
W4.05, Cambridge Judge Business School

in association with the Cambridge Corporate Governance Network (CCGN)

Abstract

Agency theory describes the relationship between agents and principals, but there are some principals who profit from downward stock price movement. These are "short sellers", and they are hostile in the sense that they temporarily own shares of the firm, but are obligated to return the shares at a set price, so their value is maximised when firm value is minimised. Short-selling has increased considerably among publicly traded North American firms in recent years, making them an important component of the corporate governance landscape. Building on threat rigidity theory, we develop arguments about how managerial agents respond to short-sellers. We theorise that when firms have a high level of short interest shareholdings, managers will adopt a defensive stance by undertaking a smaller number of growth-oriented competitive actions and a larger number of consolidation initiatives. We then invoke the awareness, motivation, capability (AMC) perspective to help uncover scenarios where managers might be less likely to respond to the threat of short sellers. Specifically, we find that managers are less reactionary when (1) analysts are bullish on the firm, (2) CEOs are financially incented for growth and (3) the firm has ample financial slack.

Speaker bio

Professor Brian L. Connelly is Luck Eminent Scholar at Habert College of Business Auburn University. His research explores how corporate governance structures, such as shareholders and boards, affect competition and strategic outcomes. Some of the key theoretical mechanisms that underlie his work include signalling theory, social network theory, and tournament theory. Professor Connelly is Associate Editor at the Academy of Management Journal and has published in journals such as the Academy of Management Journal, Strategic Management Journal, Organization Science, and the Journal of Management.

Title tbc
Professor Tima (Pratima) Bansal, Ivey School of Business, Western University, Canada

12:15-13:45, 29 March 2017
Room tbc, Cambridge Judge Business School

Title tbc
Dr Brayden King, Kellogg School of Management, Northwestern University, USA

12:15-13:45, 2 May 2017
Room tbc, Cambridge Judge Business School

Previous seminars

2015/16 seminar series

The Psychological Foundations of Strategy: Building a Research Programme That Leverages the Unique Strengths of Qualitative Methods.
Professor Chris Bingham, University of North Carolina at Chapel Hill

10:30-12:00, 10 June 2016
Room W4.05, Cambridge Judge Business School

Abstract

There is a growing interest within the field of strategy for psychological foundations. Research in this area attempts to strengthen the usefulness of strategy by grounding strategic management in realistic assumptions about human cognition. Drawing on cognitive psychology and then applying it to strategic management I detail a research program that contributes to the psychological foundations of strategy by highlighting: (1) the rationality of 'simple rules' heuristics; (2) capability creation as a cognitive transition from novice to expert heuristics; and (3) implications of thestrategic logic of opportunity for the fundamental questions of strategy - how do firms create and sustain competitive advantage? Finally, I illustrate the power of qualitative methods to build such a research programme.

Speaker bio

Chris Bingham is Professor of Strategy and Entrepreneurship and Phillip Hettleman Distinguished Scholar, University of North Carolina at Chapel Hill. His general research interests revolve around organisational learning, adaptation, growth, innovation and strategic decision making in entrepreneurial firms and firms in dynamic markets. He has studied how firms develop alliance, acquisition, product development and internationalisation capabilities; how they assimilate new technologies; and how they systematically capture new opportunities and innovate over time. Currently he is studying the processes and outcomes of business accelerators, the evolving form of crowdfunding and the nature of effective synergy capture.

Dr Bingham is an award-winning researcher and teacher. Administrative Science Quarterly, Strategic Management Journal, Academy of Management Journal, Organization Science, MIT Sloan Management Review, Strategic Entrepreneurship Journal and the Academy of Management Review have published his work. Most recently, he won the 2015 Award for Excellence in MBA Teaching at UNC Kenan-Flagler. His industry experience includes work with McKinsey & Company, Deloitte Consulting and Price Waterhouse, as well as with several entrepreneurial firms. He frequently works with executive audiences and has consulted with numerous organisations, including Astellas, 3M, Corning, Procter & Gamble, 2U, FedEx, US Army, US Navy, IHRSA, Sport Management Institute, ExxonMobil, and WL Gore. He is a former nationally sponsored snowboarder and is fluent in Spanish. He received his PhD in strategy, organisations and entrepreneurship from Stanford University. He received his BS in accounting and his MBA/MA from Brigham Young University, where he graduated with honours.

Reinfusing Values: Institutional Analysis as Humanist Science
Professor Matthew Kraatz, University of Illinois at Urbana-Champaign

12:00-13:30, 24 May 2016
Room W2.01, Cambridge Judge Business School

Abstract

Philip Selznick is widely recognised as a founder of the institutional perspective that now dominates the larger field of organisational theory. While much recent institutional scholarship has acknowledged this lineage and made efforts to reincorporate some neglected aspects of Selznick's distinctive theory, scholars have given rather scant attention to his arguments about institutional values and the persistent challenges which are involved in realising them. This presentation will explore these highly central but neglected arguments and consider their implications for contemporary institutionalism and organisational theory more generally. Selznick's early institutional writings were just one integral part of a much larger vision for "humanist science," and this talk will suggest that this vision holds continuing promise for institutional analysis and the larger field of organisational studies. The presenter (Matthew Kraatz) is a noted institutional theorist and the editor of a 2015 volume on Selznick's work (Institutions and Ideals: Philip Selznick's Legacy for Organizational Studies). He has spent much of his 20-year career studying Selznick's writings and bringing them to bear in his own empirical research and theorising.

Speaker bio

Matthew Kraatz is a Professor in the Department of Business Administration at the University of Illinois, Urbana-Champaign. His research has examined a variety of different organisational phenomena, including change, learning, governance, reputation, identity, and leadership. Most of this work has been anchored in institutional theory, and Matt's theoretical writings have also contributed to the advancement of this influential perspective. His research has appeared in most of the field's top journals, and he is a current or former board member of many of these same publications. He served as the Chair of the Organization and Management Theory Division of the Academy of Management in 2012, and was a member of OMT's executive committee from 2009-2013. Matt lives in his hometown of Champaign, Illinois with his wife and three children. He has been on the Illinois Faculty for his entire career (1994 to present), and is currently on sabbatical leave at the University of Oxford's Saïd Business School.

Losing Leadership: Problems & Opportunities in Leadership Scholarship
Professor Timothy A. Judge, Mendoza College of Business, University of Notre Dame

14:00-15:30, 18 April 2016
Castle Teaching Room, Cambridge Judge Business School

Abstract

Leadership is one of the most venerable - and important - topics in the history of the organisational sciences. While this history has produced some important insights into individual and organisational effectiveness, I argue that in many ways the literature has reached a moribund state. In this state, future progress will be limited unless several challenges are addressed. In this talk I will endeavor to defend this assumption, to discuss the challenges, and to draw on my own research for ideas in which these challenges may be met.

Speaker bio

Timothy A. Judge is the Associate Dean for Faculty and Research and Franklin D. Schurz Professor of Management in the Mendoza College of Business, University of Notre Dame. Judge also is Concurrent Professor of Psychology, University of Notre Dame, and Visiting Professor, Division of Psychology & Language Sciences, University College London.

Judge received his PhD from the University of Illinois at Urbana-Champaign. Previously, he has been a tenured member of the faculties of Cornell University, the University of Iowa and, most recently, the University of Florida. In his career, Judge has published 154 articles in refereed journals. His publication of 85 articles in top-tier journals (out of 20,059 authors) is the most in the 100-year history of management research. According to Google Scholar, Judge's research has been cited over 64,000 times, and he has appeared on several lists of the most-cited scholar in business schools.

Judge is a fellow of the Academy of Management, the American Psychological Association, the American Psychological Society, the Society for Industrial and Organizational Psychology, and the International Association of Applied Psychology. His books include Organizational Behavior with Stephen Robbins and Staffing Organizations with H.G. Heneman III and J.D. Kammeyer-Mueller. Judge's primary research interests are in the areas of personality, leadership, and job attitudes.

Psychological Reactions to Merit Pay: Preliminary Reports from the IMPACT Project
Professor Jason D. Shaw, Hong Kong Polytechnic University

14:00-15:30, 14 April 2016
Room W4.05, Cambridge Judge Business School

Abstract

In this presentation, I will discuss several alternative theories of proximal psychological reactions to rewards including the psychophysics of "just noticeable differences", value discrepancy theory, surprise-based met expectations theory, and decision affect theory. I provide preliminary tests of some of these perspectives in a global study of reactions to merit pay raises, or base salary raises linked to performance evaluations. The study, IMPACT (Investigating Merit Pay Across Countries and Territories), is an ongoing cross-nation study of the psychology of incentives; the study involves companies and employees in more than 50 countries around the globe. Initial results from completed data collections in several countries will be presented, the full project will be outlined, and implications of the research for the psychology of money will be addressed.

Speaker bio

Jason D. Shaw is Chair Professor of Management and Co-Director of the Centre for Leadership and Innovation in the Faculty of Business at The Hong Kong Polytechnic University. He received his PhD from the University of Arkansas in 1997. He is the incoming Editor of Academy of Management Journal (July, 2016).

His research has appeared or been accepted for publication in the Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organization Science, Strategic Management Journal, Organizational Behavior and Human Decision Processes, Personnel Psychology, and Journal of Management, among other scientific outlets.

Textbook Rebels? How Identity & Activism Exposure Predicts Resource Acquisition by Social Ventures
Dr Forrest Briscoe, Smeal College of Business, Penn State University

14:30-16:00, 12 November 2015
Castle Teaching Room, Cambridge Judge Business School

Abstract

Despite considerable enthusiasm for their potential to address social and environmental problems, we know little about how social ventures communicate with external audiences to attract the resources they need to survive and grow. Adapting insights from research on identity and entrepreneurship, we investigate how a venture can leverage its social aims to catalyse pro-social motives among potential resource providers, particularly those who identify with its beneficiaries and/or hold an identity that aligns with its goals. We also explore how these effects are amplified from exposure to corroborating stories told by social activists.

Speaker bio

Forrest Briscoe is an associate professor of Management and Organizations at Smeal College of Business, Penn State University. He conducts research in three areas: organisational change and corporate social responsibility (CSR); employment practices and careers; and professional organisations.

Currently, Dr Briscoe serves as an Associate Editor for Administrative Science Quarterly and Academy of Management Annals. He publishes his research in those journals as well as in Academy of Management Journal, American Sociological Review, Industrial & Labor Relations Review, Organization Science and others outlets. Briscoe currently serves on the executive committee of the Organization and Management Theory (OMT) division of the Academy of Management. Briscoe also enjoys teaching at all levels, including a newly revised Core MBA course on responsible leadership, and an elective on social enterprise.

Dr Briscoe has received several awards for his research, including an Alfred P. Sloan Foundation Industry Studies Fellowship, and an Honorary Fellowship from the Oxford Novak Druce Centre for Professional Service Firms. Prior to academia, Professor Briscoe worked as a consultant for John Snow Inc. in Boston.

Federal Reserve Speech Structure & Market Uncertainty
Derek Harmon, USC Marshall School of Business

14:00-15:30, 8 October 2015
Room W2.01, Cambridge Judge Business School

Abstract

Prominent actors in organisations and institutions regularly use strategic communication to influence how audiences interpret their activities. Existing research on this topic focuses on the strategic content of communication, or the types of strategic messages these actors use to shape audiences' evaluations. In contrast, I advance the argument that the latent structure of communication underlying these messages may also produce important and even unexpected effects. To do so, I develop a novel linguistic construct called the argument structure ratio (ASR), which measures the structure of communication by capturing the degree to which the speaker's message articulates their assumptions within the existing institutional arrangement. Using all public speeches made by the Chairperson of the United States Federal Reserve from 1998 to 2014, I show that the more the Fed articulates their assumptions, the more their speeches produce uncertainty, as measured by market volatility (i.e. the VIX Index). I then examine the conditions under which the Fed can still discuss these assumptions without creating these potentially undesirable market effects. I discuss how these findings change how we think about the role of strategic communication in market contexts. More broadly, I elaborate on how the development of the ASR provides a conceptual and empirical foundation for exploring the implications of communication structure in other organisational contexts.

Speaker bio

Derek Harmon is a doctoral candidate at USC Marshall School of Business. He studies how people in organisations use communication to manage audience perceptions, examining the intended and unintended impact of communication in market contexts as well as in the management of relationships between organisations and individuals. Theoretically, he draws on different communication and social/cognitive psychological theories to gain a deeper understanding of the mechanisms involved. Empirically, he explores these issues using archival work, content analysis, and lab experiments. His research has been published in the Academy of Management Review, Strategic Management Journal, and Journal of Experimental Psychology: Applied.

Seminars are added as they are arranged.

View a list of all Cambridge Judge research seminars