00489nas a2200121   4500008004100000245011400041210006900155260000900224653003200233100001600265700002000281856006600301       2021                        eng d00aStanding Ground? The Influences of Knowledge Diversity and Technology Opportunity on Generative Appropriation0 aStanding Ground The Influences of Knowledge Diversity and Techno  c202110aStrategy & Entrepreneurship1 aChoi, Yohan1 aBarden, Jeffrey  uhttps://www.worldscientific.com/doi/10.1142/S136391962150076601681nas a2200133   4500008004100000245010300041210006900144260000900213520112500222653003201347100002001379700001601399856013201415       2021                        eng d00aSwinging for the Fences? Payroll, Performance and Risk Behavior in the Major League Baseball Draft0 aSwinging for the Fences Payroll Performance and Risk Behavior in  c20213 aThis study examines the way competitive advantage and organization performance mediate the effect of potential slack – externally-available resources – on organization risk behavior in Major League Baseball’s amateur draft. It tests the hypotheses that local market munificence provides payroll advantage and increases on-field performance and that payroll disadvantage and poor performance increase teams’ likelihood of selecting riskier high school players instead of college players. Consistent with resource deprivation theory, results suggest that payroll disadvantage promotes risk-taking; however, on-field success encourages risk-taking early in the draft. Indeed, pick number appears to have a U-shape relationship with risk-taking where winning increases confidence earlier in the draft and low stakes promote risk-seeking later. This study contributes to the literature by suggesting that input-based and outcome-based reference metrics have different effects on risk behavior and that managerial hubris may influence risk behavior through information availability rather than having a general effect.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aChoi, Yohan  uhttps://stage.business.oregonstate.edu/biblio/swinging-fences-payroll-performance-and-risk-behavior-major-league-baseball-draft01483nas a2200145   4500008004100000245013000041210006900171260000900240520087200249653000801121653003201129100002001161700001701181856013901198       2019                        eng d00aHorizontal Competition and Interorganizational Exchange Partner Selection: An Analysis of Major League Baseball Player Trades0 aHorizontal Competition and Interorganizational Exchange Partner   c20193 aThis study examines the influence of horizontal competition on interorganizational exchange. Interorganizational competition is a multidimensional construct that can influence exchange in multiple, sometimes countervailing ways. With an analysis of Major League Baseball player trades, we examine the influences of three components of competition – goal conflict, rivalry, and competitive interaction – on interorganizational exchange partner selection. We find that that goal conflict reduces the hazard rate of exchange between organizations, but competitive interaction increases it. Moreover, we find evidence that prior exchange moderates the competition-exchange relationship by reducing the perceived risks and information benefits of exchange with a competitor. We do not find evidence that interorganizational rivalry shapes subsequent exchange behavior.10aMBA10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aVestal, Alex  uhttps://stage.business.oregonstate.edu/biblio/horizontal-competition-and-interorganizational-exchange-partner-selection-analysis-major00711nas a2200181   4500008004100000245010700041210006900148260000900217300001400226490000700240653003200247100001800279700002200297700002400319700002400343700002000367856014200387       2016                        eng d00aPerformance Deviations and Acquisition Premiums: The Impact of CEO Celebrity on Managerial Risk-Taking0 aPerformance Deviations and Acquisition Premiums The Impact of CE  c2016  a2677-26940 v3710aStrategy & Entrepreneurship1 aCho, Sam, Yul1 aArthurs, Jonathan1 aTownsend, David, M.1 aMiller, Douglas, R.1 aBarden, Jeffrey  uhttps://stage.business.oregonstate.edu/biblio/performance-deviations-and-acquisition-premiums-impact-ceo-celebrity-managerial-risk-taking00606nas a2200145   4500008004100000245010600041210006900147260000900216300001200225490000700237653003200244100002500276700002000301856013900321       2014                        eng d00aThe influences of capital market munificence on new-venture alliance formation in emerging industries0 ainfluences of capital market munificence on newventure alliance   c2014  a225-2430 v1210aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBarden, Jeffrey  uhttps://stage.business.oregonstate.edu/biblio/influences-capital-market-munificence-new-venture-alliance-formation-emerging-industries01698nas a2200181   4500008004100000245008900041210006900130260000900199300001200208490000700220520106700227653003201294100002001326700001401346700001701360700001201377856012701389       2013                        eng d00aHometown Proximity, Coaching Change, and the Success of College Basketball Recruits.0 aHometown Proximity Coaching Change and the Success of College Ba  c2013  a230-2460 v273 aIn this study, we examine the influence of hometown proximity on collegiate athletic recruit performance. The geographic proximity of a new recruit's local community to a recruiting organization can influence the recruit's performance after joining an organization. However, the direction of the effect of such proximity is not clear. Previous research suggests that human resource proximity facilitates recruits' social embeddedness in the community in and around the recruiting organization. In turn, proximity may increase recruit performance by facilitating learning, trust-building, and social commitment. However, prior research also suggests that proximity could have some negative influences. Our empirical analysis of collegiate basketball recruits suggests that the geographic proximity of an organization to a new recruit's hometown generally has a positive influence on both individual and team performance. However, proximity may become a disadvantage when there is a disruptive, involuntary coaching change after the recruit joins the organization.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aBluhm, D.1 aMitchell, T.1 aLee, T.  uhttps://stage.business.oregonstate.edu/biblio/hometown-proximity-coaching-change-and-success-college-basketball-recruits-001413nas a2200145   4500008004100000245007100041210006700112260000900179300001400188490000700202520089700209653003201106100002001138856010901158       2012                        eng d00aThe influences of being acquired on subsidiary innovation adoption0 ainfluences of being acquired on subsidiary innovation adoption  c2012  a1269-12850 v333 aReceived research suggests that a firm subsidiary's acquisition by a new owner has countervailing effects on the subsidiary's innovation adoption behavior. On one hand, ownership change can make a subsidiary more receptive to innovation by reducing some inertial forces and introducing new resources to overcome others. Alternatively, the costs and demands of an acquisition can draw decision makers' attention away from important innovations in the technological environment. This event history study disentangles these countervailing influences by examining the influences of radio station ownership change on stations' adoptions of HD Radio® technology. The study finds that a change in ownership control does have a positive direct influence on the likelihood of technology adoption, but that it also curtails tendency for subsidiaries to subsequently mimic others' technology adoptions.10aStrategy & Entrepreneurship1 aBarden, Jeffrey  uhttps://stage.business.oregonstate.edu/biblio/influences-being-acquired-subsidiary-innovation-adoption-001228nas a2200169   4500008004100000245010400041210006900145260000900214300001200223490000700235520060200242653003200844100001500876700001700891700002000908856013000928       2010                        eng d00aThe influence of R&D investment on the use of corporate venture capital: An industry-level analysis0 ainfluence of RD investment on the use of corporate venture capit  c2010  a376-3880 v253 aWe consider how internal research and development (R&D) influences the use of corporate venture capital (CVC) and how this relationship varies across industries. We find that, in general, R&D investments increase the number of CVC deals in an industry. We also find that R&D investment has a particularly strong influence on the use of CVC in industries that are growing rapidly and changing technologically. Our analysis provides greater clarity on the relationships involving R&D and CVC in the presence of contingencies by integrating insights of absorptive capacity and real options reasoning.10aStrategy & Entrepreneurship1 aSahaym, A.1 aSteensma, K.1 aBarden, Jeffrey  uhttps://stage.business.oregonstate.edu/biblio/influence-rd-investment-use-corporate-venture-capital-industry-level-analysis-002043nas a2200193   4500008004100000245009700041210006900138260000900207300001200216490000700228520136700235653003201602100001701634700002001651700001701671700001301688700001501701856013301716       2008                        eng d00aThe evolution and internalization of international joint ventures in a transitioning economy0 aevolution and internalization of international joint ventures in  c2008  a491-5070 v393 aAlthough international joint ventures (IJVs) may mature over time and develop competitive viability, they maintain some risk of instability owing to their shared ownership. Such instability can ultimately lead to their internalization by one of the partners. In this study, we consider factors that influence (1) whether IJVs evolve toward becoming a wholly owned subsidiary, and (2) which parent (foreign or local) gains ownership of the venture. We use a sample of Hungarian joint ventures, and find that only when there is both a power imbalance between the parents and high levels of conflict is the likelihood that the joint venture converts to a wholly owned subsidiary enhanced. The extent to which the joint venture has learned from the foreign parent indirectly determines which parent gains full ownership. Extensive knowledge transfer to a joint venture in a transitioning economy combined with high levels of conflict increases the likelihood of the foreign parent gaining full ownership. In contrast, when there is extensive knowledge transfer and low conflict between the parents, the local parent is more likely to internalize the venture. Our results suggest that the relationship between partner power and outcomes in ventures is more complex than originally believed, and is contingent upon the level of conflict between the parents of the IJV.10aStrategy & Entrepreneurship1 aSteensma, K.1 aBarden, Jeffrey1 aDhanaraj, C.1 aLyles, M1 aTihanyi, L  uhttps://stage.business.oregonstate.edu/biblio/evolution-and-internalization-international-joint-ventures-transitioning-economy-001341nas a2200157   4500008004100000245010100041210006900142260000900211300001400220490000700234520073500241653003200976100002001008700001701028856013801045       2007                        eng d00aDisentangling the influences of leaders' relational embeddedness on interorganizational exchange0 aDisentangling the influences of leaders relational embeddedness   c2007  a1440-14610 v503 aDrawing on the concept of relational embeddedness and the associated mechanisms of mutual understanding, trust, and commitment, we examine how leaders' prior exchange experiences influence the likelihood of subsequent interorganizational exchange. We begin to develop a microlevel model of organization-level relations that accounts for nodal multiplexity. In data on baseball player trades, we found that individual leaders' ties affected exchanges less than did an organization's other ties. The sharing of exchange experiences by organizations and their current leaders increased the influences of those experiences on exchange behavior. Thus, leaders have more influence within their organizational contexts than in isolation.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aMitchell, W.  uhttps://stage.business.oregonstate.edu/biblio/disentangling-influences-leaders-relational-embeddedness-interorganizational-exchange-001206nas a2200181   4500008004100000245009100041210006900132260000900201300001200210490000700222520055900229653003200788100001400820700001500834700002200849700002000871856013300891       2006                        eng d00aCognitive underpinnings of institutional persistence and change: A framing perspective0 aCognitive underpinnings of institutional persistence and change   c2006  a347-3660 v323 aWe integrate the predictions of prospect theory, the threat-rigidity hypothesis, and institutional theory to suggest how patterns of institutional persistence and change depend on whether decision makers view environmental shifts as potential opportunities for or threats to gaining legitimacy. We argue that in the event that decision makers face ambiguity in their reading of the environment, they initiate decoupled substantive and symbolic actions that simultaneously accommodate the predictions of prospect theory and the threat-rigidity hypothesis.10aStrategy & Entrepreneurship1 aGeorge, E1 aSitkin, S.1 aChattopadhyay, P.1 aBarden, Jeffrey  uhttps://stage.business.oregonstate.edu/biblio/cognitive-underpinnings-institutional-persistence-and-change-framing-perspective-001694nas a2200169   4500008004100000245016200041210006900203260000900272300001200281490000700293520099800300653003201298100002001330700001701350700001401367856014301381       2005                        eng d00aThe influence of parent control structure on parent conflict in Vietnamese international joint ventures: an organizational justice-based contingency approach0 ainfluence of parent control structure on parent conflict in Viet  c2005  a156-1740 v363 aThere has been significant interest in understanding how the distribution of parental control over international joint ventures (IJV) influences IJV outcomes (e.g., parent conflict, survival, performance). Yet, the accumulation of research on the relationship between control structure and IJV outcomes has been somewhat inconclusive and even contradictory. We contribute to this research stream by developing an organizational justice-based contingency model relating parental control structure to parent conflict. We suggest that the level of conflict between IJV parents will depend on the consistencies between the control structure and parents' contribution of proprietary resources, and between control structure and the parents' abilities to effectively monitor operations. Our analysis of Vietnamese joint ventures provides some support for our model, and suggests that the relationship between parent control structure and IJV outcomes is perhaps more complex than previously thought.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aSteensma, K.1 aLyles, M.  uhttps://stage.business.oregonstate.edu/biblio/influence-parent-control-structure-parent-conflict-vietnamese-international-joint-ventures-0