Research suggests that strong ESG investor pressure can lead to pollution outsourcing to suppliers, but also enable firms to adopt eco-friendly technologies and improve emissions. ESG investors can mitigate this by engaging with suppliers and supporting green technologies.
A new paper proposes a geopolitical-economic order framework that distinguishes between two types of economic orders: state-based and market-based. The former rewards strategic power and government intervention, while the latter promotes mutually beneficial voluntary exchanges. Understanding these differences is crucial for multination...
A new study published in the Strategic Management Journal challenges long-standing assumptions about managerial specialization by examining when organizations perform better with shared purpose. The findings reveal that a common purpose advantage emerges when managers share practices and operate in stable or moderately turbulent enviro...
A new study finds that multinational firms approach patent litigation as part of a coordinated global strategy, concentrating lawsuits in jurisdictions with similar legal outcomes. When outcomes diverge, firms diversify their litigation locations to manage uncertainty and risk.
A study found that the enactment of stringent anti-union laws increases the attractiveness of becoming self-employed for blue-collar workers, who are more likely to start small, unincorporated businesses out of necessity. The weakening of unions tends to mean longer hours, less security, and fewer benefits on the job.
A new study finds that high-narcissism CEOs are more likely to make risky moves, such as acquisitions, when firm performance exceeds expectations. In contrast, low-narcissism CEOs tend to avoid acquisitions during periods of high performance.
A study finds that relationships with lower-profile, unelected officials often have a bigger impact on corporations' success in winning government contracts. The research highlights the importance of visibility and transparency in public procurement processes.
A new study published in Strategic Management Journal explores how entertainment agencies affect K-pop idol groups' concept categories. Researchers found that high-status producers are more likely to experiment with radical changes, while mid-status producers tend to follow market trends.
A recent study finds that appointing an immigrant CEO can dramatically reduce the incidence of corporate social irresponsibility (CSI) in their home countries. The research highlights how a leader's personal ties and social networks abroad influence where—and how often—multinational enterprises engage in harmful practices.
A new study published in the Global Strategy Journal analyzed 675 cross-border acquisitions by U.S. public firms to understand how intangible assets contribute to firm value abroad. The findings suggest that companies with boards scoring highly on key dimensions achieve greater abnormal stock returns following acquisition announcements.
A new study explores how cousin marriage traditions shape informal businesses in Africa, finding that firms operating in areas with a historical tradition of cousin marriage prioritize hiring relatives and experience greater employment increases but smaller gains in revenue.
A study of nearly 20,000 employees found that workers care more about wage fairness than wage equality. When underpaid, they respond with a slight decrease in output, while being overpaid leads to a significant increase in productivity. This challenges companies' concerns about the impact of salary transparency on aggregate productivity.
A new study published in Strategic Management Journal found that working at a startup increases the likelihood of founding a company, with Black women facing a disproportionate advantage. The research team analyzed data from Venture For America and discovered that individuals with startup experience are 91% more likely to start their o...
A new study finds that individuals generally prefer firms to take an apolitical stance on polarizing issues, rather than taking a partisan or silent approach. The research highlights the importance of firms staying neutral and avoiding perceived biases.
A new study reveals that resilient entrepreneurs ride a smoother emotional rollercoaster, with less fluctuation in emotions over time. This emotional steadiness is linked to consistent efforts toward achieving business goals and conserves self-regulatory energy.
A new study by researchers Valentina A. Assenova and Raphael Amit from The Wharton School reveals that cultural tightness-looseness significantly influences entrepreneurial activity worldwide. Cultural looseness explains 56% of the variation in new firm formation rates across nations.
A recent study published in Strategic Management Journal reveals that employees' external affiliations with rival organizations can significantly disrupt internal teamwork. Researchers found that dual-affiliated employees were less likely to collaborate effectively when working for their shared employer.
The study found that military directors are more inclined to attribute performance shortfalls to the CEO and advocate for stricter accountability, resulting in CEO dismissal. Military directors' influence is more pronounced when serving on a nominating committee.
Researchers found that companies are more likely to strategically refrain from lobbying when receiving negative media coverage of product recalls. Lobbying can reduce costs related to product recalls, but the repercussions to firm reputation appear not to be worth the savings.
A study published in Strategic Management Journal found that young firms perform better when hiring founders' proximal employment ties, but less so when hiring schoolmates. Hires from distal ties, such as those studying a different field than the founders, are more beneficial to the firm, especially at later stages.
A new study found that receiving a Michelin star can lead to negative effects, including increased bargaining problems with suppliers and employees. Restaurants may struggle to maintain key relationships and resources, ultimately leading to closures. Despite this, some firms perform fine post-Michelin star
A study published in Strategic Management Journal found that high-tech firms with powerful, experienced boards experience a 113% increase in breakthrough innovations. The research team highlights the importance of balancing CEO overconfidence with board expertise and power.
A new study explores how public evaluation affects corporate misconduct scandalization, highlighting the role of reputation and celebrity. Companies with high reputations are more likely to have severe misconduct scrutinized, while those with high celebrity influence may downplay the issue.
A new study by researchers from the University of Liverpool and Copenhagen Business School explores the trade-offs of blockchain technology for global multinational corporations. They found that cryptocurrencies offer lower transaction fees but carry a stigma, while smart contracts can streamline agreements but lack flexibility.
A new study published in the Strategic Entrepreneurship Journal defines four distinct types of social ventures, including Social Intermediaries, Social Stimulators, and Social Providers. The research reveals how these business models impact a firm's value creation and capture potential.
A new study found that narcissistic CEOs can control board discussions on risk-taking by allocating resources and selecting preferred directors, enabling them to take more risks. This insight highlights the importance of understanding CEO behavior in guiding risk-management strategies.
A new article suggests that local firms in emerging markets should adopt a balanced approach to contend with the competition challenges brought by inward foreign direct investment. The authors argue that relying solely on political connections may not be effective, and instead recommend combining market and nonmarket strategies.
A new study finds that coaching employees is crucial in fostering inclusive strategy development processes. The research highlights the importance of employee learning and managerial coaching in unlocking innovative strategic ideas.
A new study by Dobrev and Verhaal found that three strategic assets - organizational resources, capabilities, and position - help credibly communicate a firm's identity. These factors enable craft producers to convey their authenticity effectively without relying on overt claims.
A new study in the Global Strategy Journal shows that corporate misconduct, such as corruption and discrimination, can negatively impact foreign subsidiary performance. The research monitored 335 subsidiaries in 109 countries over nine years, finding that social irresponsibility hurts sales regardless of where the incident occurred.
Startups are advised to prioritize experimentation and product-market fit over early scaling, with platform companies being particularly vulnerable to failure. The study's findings contradict popular notions that rapid growth is necessary to prevent competitor imitation.
A new study suggests that top chemical companies use subsidiaries to shield themselves from environmental penalties and toxic emissions. The research found that adding a layer of corporate hierarchy increased toxic emissions by 39%, indicating a strategic buffering effect.
Owner-managers' matching competence is essential in the early years of a firm to theorize about potential value combinations. The study also found that family dynamics can hinder growth by constraining owners' judgment and preventing professionalization, but introducing governance mechanisms can resolve this challenge.
A new study published in the Strategic Management Journal suggests that startups are more vulnerable to innovation imitation due to knowledge spillovers and university endorsements. The study found that startups' patents receive fewer citations than established companies', despite accounting for a higher percentage of total patents.
State-owned enterprises experience greater regulatory scrutiny in foreign acquisitions, but acknowledging social and political dynamics can help temper this liability. SOEs can also work with local communities to overcome negative perception by acquiring firms through subsidiaries or committing to local employment, reducing additional ...
A new study finds that general human capital weakens growth aspirations in pro-market contexts, while specific human capital strengthens them. During crises, the dynamic shifts, with negative interactions vanishing and positive interactions becoming more pronounced for entrepreneurs with market experience.
A new study found that women's success as leaders in family businesses is deeply rooted in how employees interpret their leadership style, with a focus on inclusive and supportive cultures. Women can leverage their business's commitment to learning and open-mindedness to support entrepreneurship, but face biases in nonfamily firms.
New research in Global Strategy Journal finds that laid-off workers with high specialization skills may experience lower legitimacy and bargaining power after being laid off by a failed employer. Managers can still hire valuable but low-legitimacy candidates at a lower cost, suggesting a strategic opportunity.
A new study demonstrates the importance of diverse social ties to entrepreneurship, even in divided societies. Researchers found that entrepreneurs used tactics like finding commonalities and defocusing on ethnicity to build trust and access resources. The study offers specific strategies for navigating partisan divides productively.
A study found that firms can increase promotion and uptake of training programs by framing them in relational terms, strengthening the bond between worker and company. This approach signals a commitment to nurturing workers' development, leading to prolonged productivity collaborations.
A new study found that firms that stick with old technology may experience an initial decline but later rebound and reach new heights in niche segments. This strategy is effective when there's a lack of competition, allowing companies to charge higher prices among loyal customers.
A new study found that growth mindset training enhances entrepreneurial programs by 50%, enabling individuals to apply learned business principles effectively. The research team discovered a significant increase in entrepreneurial actions among those who received the training, which helped overcome fixed mindsets and scarcity mentality.
A recent study found that recruiters are less likely to rank former startup founders as top candidates due to biases in evaluating their skills and cultural fit. Smaller companies and recruiters with entrepreneurial aspirations tend to view entrepreneurs more favorably, but overall, startups remain less hireable than corporate executives.
A new study in the Global Strategy Journal found that electoral uncertainty creates challenges for state-owned businesses and multinationals with indirect government ties. These companies are less likely to expand internationally during election years and instead adopt more flexible strategies or withdraw state support.
The study found that team composition changes significantly affect a new venture's ability to innovate. After adjusting for lost and gained experiences, the findings suggest that turnover has a net positive effect on innovation. Reflective episodes during membership transitions can stimulate creativity and spur innovation.
A new study found that drug manufacturers, particularly competitors of Purdue Pharma, increased their opioid marketing efforts after the company's 2007 lawsuit. The study analyzed data from over 670,000 physicians and found a 160% increase in promotional spending on competing opioids.
A new study published in Strategic Management Journal finds that when parent firms identify and implement ideas internally, they outperform spinouts. The probability of survival for spinouts is about 64% at age three, compared to 59% for new establishments of parent firms, which closes the gap by age seven
A new article explores how a CEO's subgroup power can impact decisions about CEO dismissal. Powerful subgroups of directors can exert influence to protect the CEO, even if the company is performing poorly. The study analyzed 20 years of data from S&P 500 boards.
A study by Margherita Corina and Alfonso Carballo Perez found that populist leaders increase uncertainty, making firms cautious in foreign investment decisions. However, strong institutional environments and high levels of firm internationalization can moderate these negative effects.
A new study suggests that a business's long-term success depends on its founding conditions, rather than changing market environments. Businesses founded in dynamic environments with functionally diverse teams tend to survive environmental change through slower decision-making and increased creativity.