相关论文
2008 - ECIS
The Impact of Social Networks on Inter-Organizational Effectiveness: The Case of IPO Deal Networks

The question for the effectiveness of inter-organizational collaboration gains much attraction in the light of social network analysis. We analyze this by the case of Initial Public Offering (IPO) deal networks as this is a valuable example for the repeated collaboration of autonomous organizations on a shared goal and data is publicly available. We use the social networks established through deal activities over time as independent variables explaining the success of the IPO. Although we did not find statistically significant support for the impact of centrality for neither the lead manager nor the consortium banks, we see that the clustering among the consortium banks is a significant driver for IPO success. The higher the clustering amongst the collaborating consortium banks the better the performance of the issued share. We thereby provide initial evidence for the influence of network structure on IPO success and show that the build-up of the consortium has a significant impact on the success of the IPO. In terms of methodology, we explore a way of constructing networks from previous collaborations which form the basis for proven analysis techniques and might help to shed light on various questions in the domain of inter-organizational collaboration.

2016 - ArXiv
Learning convolutional neural network to maximize Pos@Top performance measure

In the machine learning problems, the performance measure is used to evaluate the machine learning models. Recently, the number positive data points ranked at the top positions (Pos@Top) has been a popular performance measure in the machine learning community. In this paper, we propose to learn a convolutional neural network (CNN) model to maximize the Pos@Top performance measure. The CNN model is used to represent the multi-instance data point, and a classifier function is used to predict the label from the its CNN representation. We propose to minimize the loss function of Pos@Top over a training set to learn the filters of CNN and the classifier parameter. The classifier parameter vector is solved by the Lagrange multiplier method, and the filters are updated by the gradient descent method alternately in an iterative algorithm. Experiments over benchmark data sets show that the proposed method outperforms the state-of-the-art Pos@Top maximization methods.

2009
The Role of Institutions and Organizations in Shaping Radical Scientific Innovations

The notion and interpretation of path dependence have been discussed and utilized in various social sciences during the last two decades. This innovative book provides significant new insights onto how the different applications of path dependence have developed and evolved. The authors suggest that there has been a definite evolution from applications of path dependence in the history of technology towards other fields of social science. They also discuss the various definitions of path dependence (strong or weak) and explore the potential applications of path dependence in new areas such as political economy and economic geography.

2008 - International Journal of Enterprise Network Management
Top management support and IT adoption in the Taiwanese small and medium enterprises: a strategic view

This study presents qualitative research that investigates the top managers' perceptions of a variety of components affecting their intended support for the strategic adoption of Information Technology (IT) for the Small and Medium Enterprises (SMEs) in Taiwan. Interview letters were sent to 40 selected top managers (owners) of SMEs and 28 usable comments were returned. The results suggest that the perceived strategic importance of IT-based resources is key in the top managers' decision to adopt IT. Five internal strategic factors are found to be inhibitors of top management support in IT adoption. The implications of the results are then discussed.

2006 - Interdisciplinary Journal of Information, Knowledge, and Management
TQM for Information Systems: Are Indian Organizations Ready?

Conceiving that Total Quality Management (TQM) is a process of embedding quality awareness at every step of production or service while targeting the end customer, we represent it as based on five cardinal principles of top management conviction, customer centric advancements of processes, benchmarking, relentless improvement, and strengthening the employee base. Lodged in the back-drop of increasing awareness for benefit realization through a synergy between Information Systems and TQM this paper examines the readiness of IS managers in India for TQM. Drawing from the results of a questionnaire-based survey conducted amongst IS professionals of some Indian companies it uses multivariate analysis to quantify the extent of top management support for TQM in IS, the extent of benefits realized by TQM, relationship between IS-TQM realized benefits and top management support and relationship between the IS-TQM realized benefits and TQM principles implemented. We conclude that Indian IS managers have a fair understanding of TQM and this shows an upward trend. Top management support is the single most important factor needed for implementation of TQM for IS and better quality of services is presumed to be the most important benefit realized by the firm. The findings fall in compliance with other studies but contribute to research in the unique Indian Market for a potential global investor.

2015 - ICIS
Enhancing Strategic IT Alignment through Common Language: Using the Terminology of the Resource-based View or the Capability-based View?

Despite all the studies on alignment in the past 30 years, alignment is still CIOs’ top concern, denoting the lack of prescriptive studies on antecedents of alignment. Particularly, shared language between CIO and top management team is one of the most important yet neglected antecedent of alignment. While previous studies suggest CIOs avoid technical language and use business terminologies, they do not provide further details. The purpose of this study is to prescribe guidance for CIOs regarding the terminologies that should be used in a conversation with the top management team. Leveraging the literature on strategic management, we suggest CIOs apply the nomenclature of theories of Resource-based View or Capability-base View instead of technical jargons. Moreover, using the Semantic Memory Theory, we hypothesized that applying the nomenclature of Capability-based View results in higher top managers’ understanding of the role of IT. An experiment is suggested to evaluate the hypotheses.

2012
Role of Top Management Leadership and Commitment in Total Quality Management in Service Organization in Malaysia: A Review and Conceptual Framework

A B ST R A C T Purpose of this paper is to review the role and impact of top management commitment and leadership on total quality management (TQM) in service organizations in Malaysia, and to come out with a conceptual framework model. A total of 15 related studies selected from well known electronic academic resources and databases (e.g. Emeraldinsight, Elsevier Sciencedirect and Scopus) and deeply reviewed. A proposed conceptual framework developed according to the finding and theoretical dimensions of those papers. Outcomes of this paper will: enrich the literature in the field; will underline trends of the research in role of top management leadership and commitment in TQM practices; and will provide fresh insights to academic researchers interested in the field of TQM as well as to organizations managers.

1970 - Journal of Mathematical Physics
The domain of dependence

The various properties of the domain of dependence (Cauchy development) which have been found particularly useful in the study of gravitational fields are reviewed. The basic techniques for constructing proofs and counterexamples are described. A new tool—the past and future volume functions—for treating certain global properties of space‐times is introduced. These functions are used to establish two new theorems: (1) a necessary and sufficient condition that a space‐time have a Cauchy surface is that it be globally hyperbolic; and (2) the existence of a Cauchy surface is a stable property of space‐times.

2000
A Model for Enterprise Systems Implementation: Top Management Influences on Implementation Effectiveness

How to minimize risks involved in enterprise systems (ES) implementation while maximizing benefits has become a challenge for top management. This article proposes a conceptual model exploring impacts of top management on ES implementation effectiveness. This paper takes a perspective of innovation implementation because of the fact that ES, per se, is an IT innovation. This paper addresses ES implementation issues through its focus on two research questions: 1) what influences does top management exercises on the ES implementation? and 2) what top management contributes to a successful ES implementation under different implementation modes? Based on Klein and Sorra’s (1996) model, this paper develops a research model and identifies three top management influences to explore these research questions. The paper concludes with potential contributions to IS researchers and business practitioners.

2009 - Journal of Organizational Change Management
Path dependence, initial conditions, and routines in organizations: The Toyota production system re-examined

The notion of path dependence was first explicitly used to explain prevailing technical standards (David 1985; Arthur 1989). It has also been discussed in recent decades as a useful way of analysing the development of a range of other subjects, including national innovation systems (Iammarino 2005), industrial districts (Kenney and von Burg 1999) and politics (Pierson 2004). For a long time, at the micro-level of individual organizations a much less elaborate use of the concept has been made (with the notable exception of David 1994) and it is only recently that interest in this field of application has expanded further (for example, Sydow et al. 2005). I argue that using path dependence for the historical analysis of organizational change can be very fruitful. To do so, however, the key elements of path dependence — sensitivity to initial conditions and lock-in mechanisms — need to be conceptualized more precisely and linked to one another.

2003 - Quarterly Journal of Economics
Income inequality in the United States

This paper presents new homogeneous series on top shares of income and wages from 1913 to 1998 in the United States using individual tax returns data. Top income and wages shares display a U-shaped pattern over the century. Our series suggest that the large shocks that capital owners experienced during the Great Depression and World War II have had a permanent effect on top capital incomes. We argue that steep progressive income and estate taxation may have prevented large fortunes from fully recovering from these shocks. Top wage shares were flat before World War II, dropped precipitously during the war, and did not start to recover before the late 1960s but are now higher than before World War II. As a result, the working rich have replaced the rentiers at the top of the income distribution.

2001 - ERN: Financial Markets
Institutional Change and the Uses and Limits of Path Dependence: The Case of German Finance

How can we determine when an existing institutional path or trajectory is ending and being replaced with a new one? How does such a process take place? How can we distinguish between institutional innovation within an existing trajectory and a switchover to a new trajectory or path? This paper explores these questions by examining the pattern of institutional change in the German financial system. The paper advances four theoretical claims: First, that endogenous developments can disrupt an institutional path and lead to a new one. Second, that an event sequence involving a move to a new institutional path may not follow from a contingent event yet may nonetheless be marked by increasing returns processes. Third, that increasing returns in politics are not automatic and must be cultivated by actors in order to be realized. Finally, that the concept of path is still in need of a measurable conceptualization before any further advances in path dependent arguments can be made.

2013 - International Journal of Project Management
Top management support—almost always necessary and sometimes sufficient for success: Findings from a fuzzy set analysis

Abstract This paper builds on the work of Young and Jordan (2008) to provide stronger empirical evidence of the importance of top management support for project success. Fuzzy set analysis of 15 cases showed top management support to be much more necessary than any other success factor and sometimes being sufficient for success. The research adds to the evidence that current practice emphasizing project methodologies may be misdirecting effort. The contribution of this research may be to provide enough evidence to influence top managers and practitioners to re-evaluate the conventional wisdom of the past 40–50 years. Researchers and practitioners, using the fuzzy-set analytical approach, are also introduced to a method to compare all their project experiences and determine conclusively the most important critical success factors for project success. There are significant implications for board, senior management and project management practice and academia.

1996 - Inf. Syst. Res.
Top Management Support, External Expertise and Information Systems Implementation in Small Businesses

Top management support is a key recurrent factor critical for effective information systems (IS) implementation. However, the role of top management support may not be as critical as external IS expertise, in the form of consultants and vendors, in small business IS implementation due to the unique characteristics of small businesses. This paper describes an empirical study of the relative importance of top management support and external IS expertise on IS effectiveness in 114 small businesses. Partial least squares (PLS) was used for statistical testing. The results show that top management support is not as important as effective external IS expertise in small business IS implementation. While top management support is essential for IS effectiveness, high quality external IS expertise is even more critical for small businesses operating in an environment of resource poverty. These findings call for more research efforts to be directed at selecting and engaging high quality external IS expertise for IS implementation in small businesses.

2002 - The International Journal of Human Resource Management
Linking top management team age heterogeneity to firm performance: juxtaposing two mid-range theories

Previous research on top management team heterogeneity and firm performance has focused almost exclusively on the non-visible attributes (e.g. functional background, tenure) of cultural diversity as opposed to the visible attributes (e.g. age, race and gender). The few studies there are show inconsistent results. For example, most field work - consistent with social identity theory notions - shows that cultural diversity, in isolation has negative organizational consequences. Only a few laboratory studies, however - consistent with information and decision-making theories - show that diversity in groups relates to favourable organizational outcomes. As social identity theory suggests, we find that top management team (TMT) age heterogeneity, in isolation, relates negatively to return on assets. On sales growth (i.e. organizational growth), the relationship is positive, lending support for information and decision-making theories. However, we find a curvilinear relationship between TMT age heterogeneity and sales growth, supporting both the mid-range theories. More specifically, TMT age heterogeneity is positively related to sales growth at low and medium levels and negatively related to sales growth at high levels. In addition, results reveal that context moderates linear and non-linear relationships. The results provide evidence of the importance of cultural diversity in TMTs for competitive advantage but also suggest the complexities of increasing it to observe these benefits.

1981 - Southern Medical Journal
Strategic awareness within top management teams

‘Strategic awareness’ is viewed in two ways: the extent to which an executive's perception of the organization's strategy aligns (a) with the organization's ‘realized’ strategy and (b) with the chief executive's perception. Strategic awareness is positively related to hierarchical level, but differs across the three industries studied. Awareness is greater in organizations that have recently changed their strategies than in those that have not.

2007 - Group & Organization Management
Wall Street Reaction to Women in IPOs

The authors examine the effect of having women on the top management teams of initial public offering (IPO) firms on the organizations' short- and long-term financial performance. Looking at three different samples, the authors found that trend data indicated IPO firms were gaining in the number of women they employ in their top management teams. Using data from 534 IPO firms, results suggest one reason why the trend is growing; women appear to have a positive association with the firms' short-term performance (Tobin's Q, which is market price to book value per share), 3-year stock price growth, and growth in earnings per share. Possible reasons for the positive effect of women on performance include better innovation and problem-solving processes in more diverse top management teams and the possibility that, on average, the women on these teams are higher performers than are the men on the same teams.

1992
Top Management Team Demography and Corporate Strategic Change

This study examined the relationship between the demography of top management teams and corporate strategic change, measured as absolute change in diversification level, within a sample of Fortune ...

2002
Top management team compensation: The missing link between CEO pay and firm performance?

In this research we discuss the relationship between CEO and top management team (TMT) member compensation, and explore the implications of TMT pay for firm performance. Specifically, we suggest that firm performance may benefit due to agency and group behavioral issues when top management team member pay is aligned—alignment is defined as the degree to which TMT member pay reflects (1) shareholder interests and (2) key political and strategic contingencies within the firm. In support of our theorizing, we found CEO pay to be related to TMT pay; TMT compensation, in turn, predicted performance (i.e., return on assets and Tobin's q) when aligned with shareholder interests and internal contingencies. Moreover, the effect of CEO pay on future firm performance was dependent on top team pay. Copyright © 2002 John Wiley & Sons, Ltd.

1996
FOREIGN EXPERIENCE OF TOP MANAGEMENT TEAMS AND INTERNATIONAL DIVERSIFICATION STRATEGIES OF U.S. MULTINATIONAL CORPORATIONS

This paper extends upper echelon theory to the international business arena and tests the hypothesis that the foreign experience of top management team (TMT) members is associated with international diversification strategies. Regression analyses indicate that TMTs with a higher mean, greater heterogeneity, and a higher proportion of managers with foreign experience in 54 U.S. multinational corporations were significantly associated with the firm's international involvement.

Founding the Future: Path Dependence in the Evolution of Top Management Teams from Founding to IPO

M. Diane Burton
|
Christine M. Beckman
|
M. Burton

Abstract:We contrast life-cycle and path-dependent views of entrepreneurial firms by examining the evolution of top management teams. We show how initial conditions constrain subsequent outcomes by demonstrating that the founding team's prior functional experiences and initial organizational functional structures predict subsequent top manager backgrounds and later functional structures. We find that narrowly experienced teams have trouble adding functional expertise not already embodied in the team. We also find that firms beginning with a limited range of functional positions are less likely to develop complete functional structures. Importantly, we do not find functional structure and functional experience to be interchangeable. We find that firms beginning with more complete functional structures are likely to go public faster, and firms beginning with broadly experienced team members obtain venture capital more quickly regardless of the experience and structural composition of the top management team in place at the time of these outcomes. Further, broadly experienced founding teams that build an early team with a full complement of functional positions achieve important milestones faster than firms that start with neither experience nor structure. This suggests that creating positions as “placeholders” in new ventures, where positions are created and filled with the intent of bringing individuals with more relevant experience onboard later, is not obviously a path by which to succeed. By examining the origins of top management team experience and functional structures, we illustrate the lasting imprint of founders on top management team composition and firm outcomes.

参考文献

[1]  L. Donaldson.  Strategic Leadership: Top Executives and Their Effects on Organizations , 1997 .

[2]  Scott Shane,et al.  Special Issue on University Entrepreneurship and Technology Transfer: Organizational Endowments and the Performance of University Start-ups , 2002, Manag. Sci..

[3]  L. Cronbach.  Statistical tests for moderator variables: flaws in analyses recently proposed , 1987 .

[4]  Glenn R. Carroll,et al.  Organizational demography and culture: Insights from a formal model and simulation. , 1998 .

[5]  Glenn R. Carroll,et al.  Organizational Foundings: An Ecological Study of the Newspaper Industries of Argentina and Ireland , 1983 .

[6]  Carolyn Y. Woo,et al.  Initial Human and Financial Capital as Predictors of New Venture Performance , 1994 .

[7]  B. Schneider.  THE PEOPLE MAKE THE PLACE , 1987 .

[8]  P. Osterman,et al.  Ports and Ladders: The Nature and Relevance of Internal Labor Markets in a Changing World , 2006 .

[9]  James N. Baron,et al.  The Road Taken: Origins and Evolution of Employment Systems in Emerging Companies , 1996 .

[10]  Kimberly S. Jaussi,et al.  Functional Background Identity, Diversity, and Individual Performance in Cross-Functional Teams , 2003 .

[11]  W. Boeker.  Executive Migration and Strategic Change: The Effect of Top Manager Movement on Product-Market Entry , 1997 .

[12]  Warren Boeker,et al.  Organizational Origins: Entrepreneurial and Environmental Imprinting of the Time of Founding , 1988 .

[13]  M. Hannan,et al.  Structural Inertia and Organizational Change , 1984 .

[14]  J. March,et al.  Handbook of organizations , 1966 .

[15]  A. van Witteloostuijn,et al.  The genesis of top management team diversity , 2004 .

[16]  Joseph T. Banas,et al.  Comparing Alternative Conceptualizations of Functional Diversity in Management Teams: Process and Performance Effects , 2002 .

[17]  Anne S. Miner.  Idiosyncratic Jobs in Formalized Organizations , 1987 .

[18]  L. Greiner.  Evolution and Revolution as Organizations Grow , 1997 .

[19]  Manju Puri,et al.  The Interaction between Product Market and Financing Strategy: The Role of Venture Capital , 1999 .

[20]  M. Diane Burton,et al.  Leaving a Legacy: Position Imprints and Successor Turnover in Young Firms , 2007 .

[21]  H. Simon,et al.  Selective perception: A note on the departmental identifications of executives. , 1958 .

[22]  James N. Baron,et al.  Organizational identities and the hazard of change , 2006 .

[23]  Robert H. Keeley,et al.  Predictors of success in new technology based ventures , 1990 .

[24]  S. Stewman.  Organizational demography. , 1988, Annual review of sociology.

[25]  H. P. Sims,et al.  Top Management Team Demography and Process: The Role of Social Integration and Communication , 1994 .

[26]  Jesper B. Sørensen.  Executive Migration and Interorganizational Competition , 1999 .

[27]  Giovanni Gavetti,et al.  Capabilities, cognition, and inertia: evidence from digital imaging , 2000 .

[28]  M. McPherson,et al.  Birds of a Feather: Homophily in Social Networks , 2001 .

[29]  Damon J. Phillips.  Organizational Genealogies and the Persistence of Gender Inequality: The Case of Silicon Valley Law Firms , 2005 .

[30]  Damon J. Phillips.  A Genealogical Approach to Organizational Life Chances: The Parent-Progeny Transfer among Silicon Valley Law Firms, 1946–1996 , 2002 .

[31]  Monica C. Higgins,et al.  Which ties matter when? the contingent effects of interorganizational partnerships on IPO success , 2003 .

[32]  Frances J. Milliken,et al.  The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration , 1992 .

[33]  K. Eisenhardt,et al.  Organizational Growth: Linking Founding Team, Strategy, Environment, and Growth among U.S. Semiconductor Ventures, 1978-1988. , 1990 .

[34]  B. Lawrence.  The Black Box of Organizational Demography , 1997 .

[35]  Eoghan Casey,et al.  Growing pains , 2005, Digit. Investig..

[36]  Barbara S. Lawrence,et al.  Perspective---The Black Box of Organizational Demography , 1997 .

[37]  Warren Boeker,et al.  New Venture Evolution and Managerial Capabilities , 2005, Organ. Sci..

[38]  A. Stinchcombe.  Social Structure and Organizations , 2000, Political Organizations.

[39]  Manju Puri,et al.  Venture Capital and the Professionalization of Start-Up Firms: Empirical Evidence , 2000 .

[40]  William M. Evan,et al.  Personnel Flows as Interorganizational Relations , 1971 .

[41]  Dan R. Dalton,et al.  Wealth and the effects of founder management among IPO‐stage new ventures , 2001 .

[42]  John P. Wanous,et al.  Organizational Entry: Recruitment, Selection, Orientation, and Socialization of Newcomers , 1991 .

[43]  Howard E. Aldrich,et al.  The Structure of Founding Teams: Homophily, Strong Ties, and Isolation among U.S. Entrepreneurs , 2003, American Sociological Review.

[44]  Michael L. Tushman,et al.  Executive Succession, Strategic Reorientation and Performance Growth: A Longitudinal Study in the U.S. Cement Industry in Stable Environments , 1996 .

[45]  L. J. Wei,et al.  The Robust Inference for the Cox Proportional Hazards Model , 1989 .

[46]  Paul A. Gompers,et al.  The venture capital cycle , 1999 .

[47]  Noam Wasserman,et al.  Founder-CEO Succession and the Paradox of Entrepreneurial Success , 2003, Organ. Sci..

[48]  Neil Fligstein,et al.  FROM THE TRANSFORMATION OF CORPORATE CONTROL , 2021, The New Economic Sociology.

[49]  Christine M. Beckman.  The Influence of Founding Team Company Affiliations on Firm Behavior , 2006 .

[50]  Ezra W. Zuckerman,et al.  How to Make the Team: Social Networks vs. Demography as Criteria for Designing Effective Teams , 2004 .

[51]  K. Eisenhardt,et al.  Exploring the Black Box: An Analysis of Work Group Diversity, Conflict and Performance , 1999 .

[52]  Raymond W. Smilor,et al.  The Art and Science of Entrepreneurship , 1986 .

[53]  Sara L. Keck.  Top Management Team Structure: Differential Effects by Environmental Context , 1997 .

[54]  Rhonda K. Reger,et al.  Strategic Leadership: Top Executives And Their Effects On Organizations , 1996 .

[55]  Jesper B. Sørensen,et al.  The Organizational Demography of Racial Employment Segregation , 2003 .

[56]  Sidney A. Fine,et al.  Functional job Analysis: A Foundation for Human Resources Management , 1999 .

[57]  Toby E. Stuart,et al.  Interorganizational Endorsements and the Performance of Entrepreneurial Ventures , 1999 .

[58]  C. A. Beard,et al.  Political Parties: A Sociological Study of the Oligarchical Tendencies of Modern Democracy. , 1917 .

[59]  James N. Baron,et al.  Engineering Bureaucracy: The Genesis of Formal Policies, Positions, and Structures in High-Technology Firms , 1999 .

[60]  Howard E. Aldrich,et al.  Entrepreneurship Through Social Networks , 1986 .

[61]  Charles A. O'Reilly,et al.  Early Teams: The Impact of Team Demography on VC Financing and Going Public , 2007 .

[62]  James N. Baron,et al.  Inertia and Change in the Early Years: Employment Relations in Young, High Technology Firms , 1996 .

[63]  Deborah G. . Ancona,et al.  Demography and Design: Predictors of New Product Team Performance , 1992 .

[64]  K. Sutcliffe.  What Executives Notice: Accurate Perceptions in Top Management Teams , 1994 .

[65]  Barry M. Staw,et al.  Knee-deep in the Big Muddy: A study of escalating commitment to a chosen course of action. , 1976 .

[66]  Pino G. Audia,et al.  A Garage and an Idea: What More Does an Entrepreneur Need? , 2005 .

[67]  M. Diane Burton,et al.  7. Coming from good stock: Career histories and new venture formation , 2002 .

[68]  Samuel B. Bacharach,et al.  Research in the Sociology of Organization. , 1994 .

[69]  E. Rogers,et al.  HOMOPHILY-HETEROPHILY: RELATIONAL CONCEPTS FOR COMMUNICATION RESEARCH , 1970 .

[70]  N. Carter,et al.  The Structure of Founding Teams: Homophily, Strong Ties, and Isolation among U.S. Entrepreneurs , 2003 .

[71]  D. Hambrick,et al.  Upper Echelons: The Organization as a Reflection of Its Top Managers , 1984 .

[72]  Edward B. Roberts,et al.  Entrepreneurs in high technology : lessons from MIT and beyond , 1991 .

[73]  H. P. Sims,et al.  Top management team diversity, group process, and strategic consensus , 1999 .

[74]  W. Sine,et al.  Revisiting Burns And Stalker: Formal Structure And New Venture Performance In Emerging Economic Sectors , 2006 .

[75]  D. Hambrick.  Upper Echelons Theory: An Update , 2007 .

[76]  Warren Boeker,et al.  ENTREPRENEURIAL TRANSITIONS: FACTORS INFLUENCING FOUNDER DEPARTURE , 2002 .

[77]  Emily Carr,et al.  Growing Pains , 1946 .

[78]  G. Northcraft,et al.  Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups , 1999 .

[79]  E. Schein.  Organisational culture and leadership , 1991 .

[80]  Michael Jensen,et al.  Corporate Elites and Corporate Strategy: How Demographic Preferences and Structural Position Shape the Scope of the Firm , 2004 .

[81]  Ezra W. Zuckerman,et al.  Networks, Diversity, and Productivity: The Social Capital of Corporate R&D Teams , 2001 .

引用
Collective frame of reference as a driving force in technology development processes : the essential tension between path dependent and path breaking technology developments
2010
Business Partners: Complementary Assets, Financing, and Invention Commercialization
2015
Heroes Today - But What about Tomorrow? Gazelles and Their Long-term Performance
2012
Heroes Today - But What about Tomorrow? Gazelles and Their Long-term Performance
2012
Communication Patterns and Performance in Early Startups
2019
Amphibious entrepreneurs and the emergence of organizational forms
2012
Should Investors Bet on the Jockey or the Horse? Evidence from the Evolution of Firms from Early Business Plans to Public Companies
2007
Exploring the innovation strategies of young firms: Corporate venture capital and venture capital impact on alliance innovation strategy
2017
Harnessing Productive Tensions in Hybrid Organizations: The Case of Work Integration Social Enterprises
2014
Misfit and Milestones: Structural Elaboration and Capability Reinforcement in the Evolution of Entrepreneurial Top Management Teams
2016
The Influence Of Management For Breaking Organizational Paths - A Simulation Study
ECMS
2013
"Too Much of a Good Thing? Equity Market Reform, Investment, and New Venture Performance"
2013
Born into Chaos: The Performance Impacts of Founding Team Composition and the Role of the Founding Environment
2016
Knowledge Brokering and Organizational Innovation: Founder Imprinting Effects
Organ. Sci.
2014
The Successful Intelligence of High-Growth Entrepreneurs: Links to New Venture Growth
Organ. Sci.
2010
Beyond the Startup Stage: The Founding Team's Human Capital, New Venture's Stage of Life, Founder-CEO Duality, and Breakthrough Innovation
Organ. Sci.
2017
ENTREPRENEURIAL TEAMS' HUMAN CAPITAL: FROM ITS FORMATION TO ITS IMPACT ON THE PERFORMANCE OF TECHNOLOGICAL NEW VENTURES
2015
Structural Role Complementarity in Entrepreneurial Teams
Manag. Sci.
2017
Organizational Path Dependence: Opening the Black Box
2009
Acquisitions as Exaptation: The Legacy of Founding Institutions in the US Commercial Banking Industry
2010