Commercializing Science: Evidence from Simultaneous Discoveries

Funded Research Proposal

This research project studies two related questions: (1) what shapes the decision to commercialize scientific discoveries, and (2) how does the commercialization strategy of high-technology startups relate to performance outcomes?Read More

The Dynamics of Resource Competition: Implications for Firm and Industry Components of Returns

Working Papers

How do ex ante similar firms develop heterogeneous resource positions that lead to persistent performance differences, even among direct competitors? The model in this paper shows that resource competition drives amplification of small differences in resource positions into large performance differences.Read More

Experimentation in New Ventures: Evidence from the U.S. Software Sector

Working Papers

Experimentation is the center of a fascinating debate among entrepreneurship practitioners. Inspired by the lean startup, much current practice advocates the intense use of experimentation. Conversely, a large entrepreneurship tradition emphasizes the importance of design and planning. Read More

Steer a Steady Course or Change Direction: Incumbent Strategies and Firm Value during Periods of Industry Change

Working Papers

The study considers the nascent period of industry change when the prevalent business model is being threatened by a new model, but there is significant uncertainty with respect to whether and when the new model will dominate. We focus on the challenge of incumbents pursuing both models simultaneously, and the implications on their firms’ valuations.Read More

Managing the Threat of Disruption Due to Technological Innovation

Funded Research Proposal

This proposal is to fund a first study as part of a longer-term initiative to better understand the threat of disruption from technological innovation. Disruption as a term has come to be used so frequently that it has lost specific meaning. In the larger project, I aim to bring precision to the term and focus on two specific questions. Read More

Building a Connected Strategy: From Customer Experience to Technology Platforms

Connected Strategy Conference

At the Mack Institute’s Fall Conference 2016, leaders from across industries discussed their companies’ pursuit of “connected strategy” defined by continuous customer engagement.Read More

Fall Conference 2016: Building a Connected Strategy: From Customer Experience to Technology Platforms

Spring Conference 2017

The Internet of Things, the sharing economy, wearable fitness trackers, remote health care, peer-to-peer payment systems … Executives across industries are buffeted by a broad range of technological developments that enable new business models. The common thread among all these developments is that, rather than having episodic interactions with customers,

Strategy, Human Capital Investments, Business-Domain Capabilities, and Performance: A Study in the Global Software Services Industry

Published Research

In knowledge-based industries, continuous human-capital investments are essential for firms to enhance capabilities and sustain competitive advantage. However, such investments present a dilemma for firms, because human resources are mobile.Read More

Strategies for Success in the New Era of Connected Ecosystems

Our Fall Conference 2015 stressed the need to trade places with consumers in order to identify opportunities in a landscape where digital technologies have changed all the rules.Read More

Business Unit Divestiture Capability: Development and Performance Impact

Funded Research Proposal

This research project investigates the role of consultants and their “rented capabilities” in the post-acquisition integration process. As a first objective, we aim to shed light on the role of intermediaries — specifically, consultants — in the growth-by-acquisition process.Read More

Strategic switchbacks: Dynamic commercialization strategies for technology entrepreneurs

Published Research

We present a synthetic framework in which a technology entrepreneur employs a dynamic
commercialization strategy to overcome obstacles to the adoption of their ideal strategy. Whereas prior work portrays the choice of whether to license a new technology or to self-commercialize as a single, static decision, we suggest that when entrepreneurs encounter obstacles to their ideal strategy they can nevertheless achieve it by temporarily adopting a non-ideal strategy.Read More