Tim Meyer, Anna Kerkhof, Carmelo Cennamo, Tobias Kretschmer
Research SummaryPlatforms are often assumed to benefit firms, especially smaller ones, by facilitating access to a broader consumer base and increasing visibility. However, this logic relies on platforms” ability to match consumer preferences to complement characteristics. In addition to this matching mechanism, we posit that platforms also broker consumer attention towards complements, which then compete for this attention. We propose that this attention mechanism is particularly prominent in settings where complement characteristics cannot be observed ex‐ante, and argue that complementors' with larger scale and broader scope are better positioned to capture attention than smaller and less broad ones. We formalize and test this intuition in the context of news aggregators, highlighting the significance of complementors' ability to draw attention in evaluating their benefits from platform participation.Managerial SummarySmall firms are often assumed to benefit most from joining a platform to expand their market reach and visibility. However, this will only be the case if the main function of platforms is to match consumer preferences to product characteristics. We argue that platforms also direct attention towards some products at the expense of others on the platform. This “attention mechanism” is particularly important whenever product characteristics cannot be observed prior to consumption, and we propose that in such settings, larger scale and broader scope of products drive attention towards specific firms on the platform. We test these predictions in the context of online news aggregators, which feature news content by newspapers of different sizes and with different range of articles. We find that indeed large and generalist newspapers benefit most from being on a news aggregators, while small and focused newspapers perform better when they are not featured on the news aggregator at all.
{"title":"Competing for attention on digital platforms: The case of news outlets","authors":"Tim Meyer, Anna Kerkhof, Carmelo Cennamo, Tobias Kretschmer","doi":"10.1002/smj.3600","DOIUrl":"https://doi.org/10.1002/smj.3600","url":null,"abstract":"Research SummaryPlatforms are often assumed to benefit firms, especially smaller ones, by facilitating access to a broader consumer base and increasing visibility. However, this logic relies on platforms” ability to match consumer preferences to complement characteristics. In addition to this matching mechanism, we posit that platforms also broker consumer attention towards complements, which then compete for this attention. We propose that this attention mechanism is particularly prominent in settings where complement characteristics cannot be observed ex‐ante, and argue that complementors' with larger scale and broader scope are better positioned to capture attention than smaller and less broad ones. We formalize and test this intuition in the context of news aggregators, highlighting the significance of complementors' ability to draw attention in evaluating their benefits from platform participation.Managerial SummarySmall firms are often assumed to benefit most from joining a platform to expand their market reach and visibility. However, this will only be the case if the main function of platforms is to match consumer preferences to product characteristics. We argue that platforms also direct attention towards some products at the expense of others on the platform. This “attention mechanism” is particularly important whenever product characteristics cannot be observed prior to consumption, and we propose that in such settings, larger scale and broader scope of products drive attention towards specific firms on the platform. We test these predictions in the context of online news aggregators, which feature news content by newspapers of different sizes and with different range of articles. We find that indeed large and generalist newspapers benefit most from being on a news aggregators, while small and focused newspapers perform better when they are not featured on the news aggregator at all.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140586893","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research SummaryRecognizing the role of complementors in creating value in interdependent platform ecosystems, strategy research has recently started to examine performance heterogeneity across complementors. However, research has thus far focused on the performance implications of dynamics unfolding within a particular ecosystem. We take a step toward exploring influences that arise beyond the focal ecosystem by focusing conceptually on multihoming. We argue that multihoming to another platform produces learning benefits that enhance a complementor's performance on the home platform, especially when dealing with a high level of interdependencies and having greater similarity to other complements. We find supportive evidence in our analysis of open‐source software platforms between 2012 and 2018 and discuss implications for research on platform ecosystems, multihoming, and open‐source software.Managerial SummaryPrior studies viewed multihoming as an important strategy for complementors in platform ecosystems. However, little is known about the extent to which such expansion affects the performance of complementors on their home platforms. This study investigates this issue using data on software package complementors in a variety of platforms housed in GitHub, the world's largest repository of open‐source software. The findings show that following multihoming, a complementor experiences a performance improvement in the home platform even when compared to the performance change observed during the same period for another complementor with similar attributes but that remains in single‐homing. These findings underscore the strategic implications of multihoming as a significant driver of performance heterogeneity across complementors in platform ecosystems.
{"title":"Porting learning from interdependencies back home: Performance implications of multihoming for complementors in platform ecosystems","authors":"Francisco Polidoro, Wei Yang","doi":"10.1002/smj.3601","DOIUrl":"https://doi.org/10.1002/smj.3601","url":null,"abstract":"Research SummaryRecognizing the role of complementors in creating value in interdependent platform ecosystems, strategy research has recently started to examine performance heterogeneity across complementors. However, research has thus far focused on the performance implications of dynamics unfolding within a particular ecosystem. We take a step toward exploring influences that arise beyond the focal ecosystem by focusing conceptually on multihoming. We argue that multihoming to another platform produces learning benefits that enhance a complementor's performance on the home platform, especially when dealing with a high level of interdependencies and having greater similarity to other complements. We find supportive evidence in our analysis of open‐source software platforms between 2012 and 2018 and discuss implications for research on platform ecosystems, multihoming, and open‐source software.Managerial SummaryPrior studies viewed multihoming as an important strategy for complementors in platform ecosystems. However, little is known about the extent to which such expansion affects the performance of complementors on their home platforms. This study investigates this issue using data on software package complementors in a variety of platforms housed in GitHub, the world's largest repository of open‐source software. The findings show that following multihoming, a complementor experiences a performance improvement in the home platform even when compared to the performance change observed during the same period for another complementor with similar attributes but that remains in single‐homing. These findings underscore the strategic implications of multihoming as a significant driver of performance heterogeneity across complementors in platform ecosystems.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-04-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140587066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Violetta Splitter, David Seidl, Richard Whittington
Recent trends toward inclusive strategy processes raise the issue of how employees acquire the discursive competence necessary to gain senior management attention. Building on the emergent dynamic attention‐based view's (DABV) emphasis on communicative interaction, we ethnographically track an inclusive strategy process in a large insurance company. We find that employees typically failed to gain CEO attention because they lacked the discursive competence to integrate their operational knowledge with the CEO's corporate themes. Employees acquired this competence by both experiential and vicarious learning. The CEO promoted employee learning more effectively by specific coaching than by generic coaching. We contribute primarily to the DABV by showing how interactions are sites for learning as well as communications and that communication channels can be both expandable and transparent.The benefits of increased employee inclusion in strategy processes depend upon participants being truly heard. This study of an inclusive strategy process in a large insurance company shows that top management attention to employee contributions cannot be assumed. Employees often fail to pitch ideas in a manner that top managers can work with. Employees learn to pitch ideas effectively both by receiving direct feedback from top management and by observing feedback on other employees' contributions. Top managers must also learn how to coach effectively, engaging with the specifics of employees' contributions rather than offering general advice. Designs for new inclusive strategy processes should include opportunities for top managers to improve their coaching and for employees to learn from both direct feedback and indirect observation.
{"title":"Getting heard? How employees learn to gain senior management attention in inclusive strategy processes","authors":"Violetta Splitter, David Seidl, Richard Whittington","doi":"10.1002/smj.3602","DOIUrl":"https://doi.org/10.1002/smj.3602","url":null,"abstract":"Recent trends toward inclusive strategy processes raise the issue of how employees acquire the discursive competence necessary to gain senior management attention. Building on the emergent dynamic attention‐based view's (DABV) emphasis on communicative interaction, we ethnographically track an inclusive strategy process in a large insurance company. We find that employees typically failed to gain CEO attention because they lacked the discursive competence to integrate their operational knowledge with the CEO's corporate themes. Employees acquired this competence by both experiential and vicarious learning. The CEO promoted employee learning more effectively by specific coaching than by generic coaching. We contribute primarily to the DABV by showing how interactions are sites for learning as well as communications and that communication channels can be both expandable and transparent.The benefits of increased employee inclusion in strategy processes depend upon participants being truly heard. This study of an inclusive strategy process in a large insurance company shows that top management attention to employee contributions cannot be assumed. Employees often fail to pitch ideas in a manner that top managers can work with. Employees learn to pitch ideas effectively both by receiving direct feedback from top management and by observing feedback on other employees' contributions. Top managers must also learn how to coach effectively, engaging with the specifics of employees' contributions rather than offering general advice. Designs for new inclusive strategy processes should include opportunities for top managers to improve their coaching and for employees to learn from both direct feedback and indirect observation.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140375644","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Arnaldo Camuffo, Alfonso Gambardella, Danilo Messinese, Elena Novelli, Emilio Paolucci, Chiara Spina
Research SummaryThis article runs a large‐scale replication of Camuffo and colleagues in 2020, involving 759 firms in four randomized control trials. The larger sample generates novel and more precise insights about the teachability and implications of a scientific approach in entrepreneurship. We observe a positive impact on idea termination and results that are consistent with a nonlinear effect on radical pivots, with treated firms running few over no or repeated pivots. We provide a theoretical interpretation of the empirical results: the scientific approach enhances entrepreneurs' efficiency in searching for viable ideas and raises their methodic doubt because, like scientists, they realize that there may be alternative scenarios from the ones that they theorize.Managerial SummaryThe findings of this article, based on four randomized control trials involving 759 firms, offer new insights into how entrepreneurial practices can benefit from a scientific approach to decision‐making. Key outcomes include an increase in the termination of ideas and a nuanced influence on the tendency to make strategy changes. Specifically, firms that adopted a scientific approach made a few strategic shifts, as opposed to either not changing or constantly changing their strategy. We suggest that this is due to the scientific approach helping entrepreneurs be more efficient when searching for valuable ideas, as well as being more careful in selecting those ideas.
{"title":"A scientific approach to entrepreneurial decision‐making: Large‐scale replication and extension","authors":"Arnaldo Camuffo, Alfonso Gambardella, Danilo Messinese, Elena Novelli, Emilio Paolucci, Chiara Spina","doi":"10.1002/smj.3580","DOIUrl":"https://doi.org/10.1002/smj.3580","url":null,"abstract":"Research SummaryThis article runs a large‐scale replication of Camuffo and colleagues in 2020, involving 759 firms in four randomized control trials. The larger sample generates novel and more precise insights about the teachability and implications of a scientific approach in entrepreneurship. We observe a positive impact on idea termination and results that are consistent with a nonlinear effect on radical pivots, with treated firms running few over no or repeated pivots. We provide a theoretical interpretation of the empirical results: the scientific approach enhances entrepreneurs' efficiency in searching for viable ideas and raises their methodic doubt because, like scientists, they realize that there may be alternative scenarios from the ones that they theorize.Managerial SummaryThe findings of this article, based on four randomized control trials involving 759 firms, offer new insights into how entrepreneurial practices can benefit from a scientific approach to decision‐making. Key outcomes include an increase in the termination of ideas and a nuanced influence on the tendency to make strategy changes. Specifically, firms that adopted a scientific approach made a few strategic shifts, as opposed to either not changing or constantly changing their strategy. We suggest that this is due to the scientific approach helping entrepreneurs be more efficient when searching for valuable ideas, as well as being more careful in selecting those ideas.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140298466","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Joshua L. Krieger, Monika Schnitzer, Martin Watzinger
Research SummaryToday's innovations rely on scientific discoveries of the past, yet only some corporate R&D builds directly on scientific output. In this article, we analyze U.S. patents to investigate how firms generate value by building on prior art “closer” to science. We show that patent value is decreasing in distance‐to‐science. Overall, we find a science premium within firms ranging from 5.0 to 18.3%. If we allow for firm sorting into different modes of R&D based on their relative advantage, that is, when we do not control for firm fixed effects, we find an even larger science premium: patents building directly on scientific publications are 4.0–42.3% more valuable than patents in the same technology that are not directly based on science.Managerial SummaryBuilding on scientific research allows firms to capture significantly more value from their inventions. By analyzing U.S. patents and their linkages to scientific publications, our paper describes the relationship between invention “proximity” to the scientific literature and public firm valuations—as measured in abnormal stock market returns. Our findings indicate that patents building on science are 5.0–18.3% more valuable. If we account for variations in R&D strategies among firms, the premium becomes even larger, ranging from 4.0 to 42.3%. Further, the results show that the value‐enhancing benefits of integrating scientific insights into R&D are greater for firms with more experience building on science. Together, the results underscore the competitive advantages of using science as a foundation for corporate innovation.
{"title":"Standing on the shoulders of science","authors":"Joshua L. Krieger, Monika Schnitzer, Martin Watzinger","doi":"10.1002/smj.3598","DOIUrl":"https://doi.org/10.1002/smj.3598","url":null,"abstract":"Research SummaryToday's innovations rely on scientific discoveries of the past, yet only some corporate R&D builds directly on scientific output. In this article, we analyze U.S. patents to investigate how firms generate value by building on prior art “closer” to science. We show that patent value is decreasing in distance‐to‐science. Overall, we find a science premium within firms ranging from 5.0 to 18.3%. If we allow for firm sorting into different modes of R&D based on their relative advantage, that is, when we do not control for firm fixed effects, we find an even larger science premium: patents building directly on scientific publications are 4.0–42.3% more valuable than patents in the same technology that are not directly based on science.Managerial SummaryBuilding on scientific research allows firms to capture significantly more value from their inventions. By analyzing U.S. patents and their linkages to scientific publications, our paper describes the relationship between invention “proximity” to the scientific literature and public firm valuations—as measured in abnormal stock market returns. Our findings indicate that patents building on science are 5.0–18.3% more valuable. If we account for variations in R&D strategies among firms, the premium becomes even larger, ranging from 4.0 to 42.3%. Further, the results show that the value‐enhancing benefits of integrating scientific insights into R&D are greater for firms with more experience building on science. Together, the results underscore the competitive advantages of using science as a foundation for corporate innovation.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140298506","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research SummaryCollider bias can cause spurious correlations when researchers condition on a variable that is caused by—or shares a common cause with—both the outcome and the exposure variable. Despite its threat to inference, empirical research in strategy and management has largely overlooked the issue of collider bias. We distinguish colliders from other threats to identification and estimation and illustrate its importance with replications of published work suggesting that having a woman CEO reduces the career outcomes (compensation and representation) of other women executives. After accounting for collider bias, we find no evidence that women CEOs damage the career outcomes of other women in their organizations. We close by providing generalizable approaches to identify and mitigate the risk of collider bias in applied research.Managerial SummaryCollider bias is a type of statistical problem that can generate misleading results in empirical research. Although research in strategy and management has given substantial attention to other types of statistical problems, the issue of collider bias has not received sufficient scrutiny. We illustrate this point with replications of published work suggesting that having a woman CEO reduces the career outcomes of other women executives. After accounting for collider bias, we find no evidence that women CEOs damage the career outcomes of other women in their organizations. We provide advice for detecting and addressing collider bias in empirical research.
{"title":"Collider bias in strategy and management research: An illustration using women CEO's effect on other women's career outcomes","authors":"Justin Frake, Andreas Hagemann, Jose Uribe","doi":"10.1002/smj.3588","DOIUrl":"https://doi.org/10.1002/smj.3588","url":null,"abstract":"Research SummaryCollider bias can cause spurious correlations when researchers condition on a variable that is caused by—or shares a common cause with—both the outcome and the exposure variable. Despite its threat to inference, empirical research in strategy and management has largely overlooked the issue of collider bias. We distinguish colliders from other threats to identification and estimation and illustrate its importance with replications of published work suggesting that having a woman CEO reduces the career outcomes (compensation and representation) of other women executives. After accounting for collider bias, we find no evidence that women CEOs damage the career outcomes of other women in their organizations. We close by providing generalizable approaches to identify and mitigate the risk of collider bias in applied research.Managerial SummaryCollider bias is a type of statistical problem that can generate misleading results in empirical research. Although research in strategy and management has given substantial attention to other types of statistical problems, the issue of collider bias has not received sufficient scrutiny. We illustrate this point with replications of published work suggesting that having a woman CEO reduces the career outcomes of other women executives. After accounting for collider bias, we find no evidence that women CEOs damage the career outcomes of other women in their organizations. We provide advice for detecting and addressing collider bias in empirical research.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140203228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Theresa Langenmayr, David Seidl, Violetta Splitter
“Open strategy” is a new macro discourse on strategy that differs fundamentally from the conventional strategy discourse. In this paper, we examine how actors deal with the co-existence of the two discourses, given their conflicting nature. For this purpose, we draw on a longitudinal, in-depth case study of an international finance firm that introduced open strategy alongside the conventional strategy discourse that had shaped their strategy work in the past. We find that strategy actors deal with interdiscursive tensions by enacting meta-discursive practices that regulate the mobilization of the two strategy discourses. Furthermore, we identify power as an important driver and necessary resource in enacting these practices. With these findings, we contribute to the open strategy literature and the literature on organization and strategy discourse.
{"title":"Interdiscursive struggles: Managing the co-existence of the conventional and open strategy discourse","authors":"Theresa Langenmayr, David Seidl, Violetta Splitter","doi":"10.1002/smj.3599","DOIUrl":"https://doi.org/10.1002/smj.3599","url":null,"abstract":"“Open strategy” is a new macro discourse on strategy that differs fundamentally from the conventional strategy discourse. In this paper, we examine how actors deal with the co-existence of the two discourses, given their conflicting nature. For this purpose, we draw on a longitudinal, in-depth case study of an international finance firm that introduced open strategy alongside the conventional strategy discourse that had shaped their strategy work in the past. We find that strategy actors deal with interdiscursive tensions by enacting meta-discursive practices that regulate the mobilization of the two strategy discourses. Furthermore, we identify power as an important driver and necessary resource in enacting these practices. With these findings, we contribute to the open strategy literature and the literature on organization and strategy discourse.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140182269","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ruyu Chen, Natarajan Balasubramanian, Chris Forman
Research SummaryWe investigate how worker mobility influences the adoption of a new technology using state‐level changes to the enforceability of noncompete agreements as an exogenous shock to worker mobility. Using data on over 153,000 establishments from 2010 and 2018, we find that changes that facilitate worker movements are associated with a significant decline in the likelihood of adoption of machine learning. Moreover, we find that the magnitude of decline depends upon the size of the establishment, the extent of predictive analytics adoption in its industry, and the number of large establishments in the same industry‐location. These results are consistent with the view that increases in outward worker mobility increase costs for adoption of a new technology that involves significant downstream investments in the early years of its diffusion.Managerial SummarySuccessful business adoption of new technologies such as machine learning requires skilled workers with experience in implementing those technologies. In the early years of technology diffusion workers in early adopting businesses typically acquire these skills through on‐the‐job learning that is paid for by the adopter. So, if such early adopters face an increased risk of those skilled workers quitting, then their incentives to adopt the technology decrease. We examine this possibility using changes in noncompete enforceability as a proxy for changes in worker mobility and find that the likelihood of adopting machine learning decreases as the risk of worker mobility increases, particularly for larger establishments, establishments in industries where adoption may be more beneficial and in locations with many large competing establishments.
{"title":"How does worker mobility affect business adoption of a new technology? The case of machine learning","authors":"Ruyu Chen, Natarajan Balasubramanian, Chris Forman","doi":"10.1002/smj.3595","DOIUrl":"https://doi.org/10.1002/smj.3595","url":null,"abstract":"Research SummaryWe investigate how worker mobility influences the adoption of a new technology using state‐level changes to the enforceability of noncompete agreements as an exogenous shock to worker mobility. Using data on over 153,000 establishments from 2010 and 2018, we find that changes that facilitate worker movements are associated with a significant decline in the likelihood of adoption of machine learning. Moreover, we find that the magnitude of decline depends upon the size of the establishment, the extent of predictive analytics adoption in its industry, and the number of large establishments in the same industry‐location. These results are consistent with the view that increases in outward worker mobility increase costs for adoption of a new technology that involves significant downstream investments in the early years of its diffusion.Managerial SummarySuccessful business adoption of new technologies such as machine learning requires skilled workers with experience in implementing those technologies. In the early years of technology diffusion workers in early adopting businesses typically acquire these skills through on‐the‐job learning that is paid for by the adopter. So, if such early adopters face an increased risk of those skilled workers quitting, then their incentives to adopt the technology decrease. We examine this possibility using changes in noncompete enforceability as a proxy for changes in worker mobility and find that the likelihood of adopting machine learning decreases as the risk of worker mobility increases, particularly for larger establishments, establishments in industries where adoption may be more beneficial and in locations with many large competing establishments.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140098701","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Scaling at the right time is a crucial challenge for startups. Conceptualizing “scaling” as the entrepreneurial process of acquiring and committing resources to implement the core business idea and expand the customer base, this study examines how scaling early may decrease imitation risk at the expense of increasing commitment risk. As startups typically hire managers and sales personnel when they begin to scale, we propose that this timing can be empirically measured by when startups first post these jobs. Leveraging a dataset of job postings, we find that early scalers are more likely to fail, but no evidence of a countervailing benefit in terms of successful exit. Additional analyses suggest that the commitment risk in scaling early outweighs the benefit of reducing imitation risk.
{"title":"When do startups scale? Large-scale evidence from job postings","authors":"Saerom (Ronnie) Lee, J. Daniel Kim","doi":"10.1002/smj.3596","DOIUrl":"https://doi.org/10.1002/smj.3596","url":null,"abstract":"Scaling at the right time is a crucial challenge for startups. Conceptualizing “scaling” as the entrepreneurial process of acquiring and committing resources to implement the core business idea and expand the customer base, this study examines how scaling early may decrease imitation risk at the expense of increasing commitment risk. As startups typically hire managers and sales personnel when they begin to scale, we propose that this timing can be empirically measured by when startups first post these jobs. Leveraging a dataset of job postings, we find that early scalers are more likely to fail, but no evidence of a countervailing benefit in terms of successful exit. Additional analyses suggest that the commitment risk in scaling early outweighs the benefit of reducing imitation risk.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140074977","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Multimodal data, comprising interdependent unstructured text, image, and audio data that collectively characterize the same source, with video being a prominent example, offer a wealth of information for strategy researchers. We emphasize the theoretical importance of capturing the interdependencies between different modalities when evaluating multimodal data. To automate the analysis of video data, we introduce advanced deep machine learning and data fusion methods that comprehensively account for all intra- and inter-modality interdependencies. Through an empirical demonstration focused on measuring the trustworthiness of grassroots sellers in live streaming commerce on Tik Tok, we highlight the crucial role of interpersonal interactions in the business success of microenterprises. We provide access to our data and algorithms to facilitate data fusion in strategy research that relies on multimodal data.
多模态数据由相互依存的非结构化文本、图像和音频数据组成，这些数据共同描述了同一来源的特征，视频就是一个突出的例子，为策略研究人员提供了丰富的信息。我们强调在评估多模态数据时捕捉不同模态之间相互依存关系的理论重要性。为了实现视频数据分析的自动化，我们引入了先进的深度机器学习和数据融合方法，全面考虑所有模态内和模态间的相互依存关系。我们通过实证演示，重点衡量了 Tik Tok 上直播流媒体商务中草根卖家的可信度，突出了人际互动在微型企业商业成功中的关键作用。我们提供数据和算法的访问权限，以促进依赖多模态数据的战略研究中的数据融合。
{"title":"Introducing machine-learning-based data fusion methods for analyzing multimodal data: An application of measuring trustworthiness of microenterprises","authors":"Xueming Luo, Nan Jia, Erya Ouyang, Zheng Fang","doi":"10.1002/smj.3597","DOIUrl":"https://doi.org/10.1002/smj.3597","url":null,"abstract":"Multimodal data, comprising <i>interdependent</i> unstructured text, image, and audio data that collectively characterize the same source, with video being a prominent example, offer a wealth of information for strategy researchers. We emphasize the theoretical importance of capturing the interdependencies between different modalities when evaluating multimodal data. To automate the analysis of video data, we introduce advanced deep machine learning and data fusion methods that comprehensively account for all intra- and inter-modality interdependencies. Through an empirical demonstration focused on measuring the trustworthiness of grassroots sellers in live streaming commerce on Tik Tok, we highlight the crucial role of interpersonal interactions in the business success of microenterprises. We provide access to our data and algorithms to facilitate data fusion in strategy research that relies on multimodal data.","PeriodicalId":22023,"journal":{"name":"Strategic Management Journal","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140045773","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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