Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.12893symposium
Ilaria Orlandi, Radina R. Blagoeva, Donald D Bergh, Amanda Cowen, Ryan Adam Krause, Kang Bok Lee, Ithai Stern
The purpose of this panel symposium is to engage scholars interested in causal mechanisms and methodological rigor via gathering a group of expert panelists to foster links, experiences, and best practices. The panelists are: Donald D. Bergh, Amanda Cowen, Ryan A. Krause, Kang-Bok Lee, and Ithai Stern. In a moderated and interactive discussion, the panelists will elaborate on: (1) how to navigate matching the methodology with the mechanisms they theorize about; (2) which steps to follow when designing a study (having in mind the review process); and (3) what the major opportunities and challenges of using a specific method in the corporate governance field are.
本次小组讨论会的目的是通过召集专家组成员来促进联系、经验和最佳实践，吸引对因果机制和方法严谨性感兴趣的学者。小组成员是:Donald D. Bergh, Amanda Cowen, Ryan A. Krause, Kang-Bok Lee和Ithai Stern。在一个有节制的互动讨论中，小组成员将详细阐述:(1)如何将方法论与他们理论化的机制相匹配;(2)在设计研究时应遵循哪些步骤(考虑到审查过程);(3)在公司治理领域使用特定方法的主要机遇和挑战是什么。
{"title":"How to Identify and Test Causal Mechanisms of the Decision-Making Process in Corporate Governance","authors":"Ilaria Orlandi, Radina R. Blagoeva, Donald D Bergh, Amanda Cowen, Ryan Adam Krause, Kang Bok Lee, Ithai Stern","doi":"10.5465/amproc.2023.12893symposium","DOIUrl":"https://doi.org/10.5465/amproc.2023.12893symposium","url":null,"abstract":"The purpose of this panel symposium is to engage scholars interested in causal mechanisms and methodological rigor via gathering a group of expert panelists to foster links, experiences, and best practices. The panelists are: Donald D. Bergh, Amanda Cowen, Ryan A. Krause, Kang-Bok Lee, and Ithai Stern. In a moderated and interactive discussion, the panelists will elaborate on: (1) how to navigate matching the methodology with the mechanisms they theorize about; (2) which steps to follow when designing a study (having in mind the review process); and (3) what the major opportunities and challenges of using a specific method in the corporate governance field are.","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872422","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.12694abstract
Amisha Miller
{"title":"Changing the System, Not the Seeker","authors":"Amisha Miller","doi":"10.5465/amproc.2023.12694abstract","DOIUrl":"https://doi.org/10.5465/amproc.2023.12694abstract","url":null,"abstract":"","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135817923","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.12463abstract
Joachim Henkel
Economic agents frequently take long-term actions, regarding for instance investments in cost reduction or R&D, before engaging in more short-term interactions, e.g. through price setting. Those short-term interactions may be noncooperative as for example competition on a consumer market, or cooperative and based on negotiations. This raises the question of how long-term actions that prepare for subsequent cooperation differ from those that precede noncooperative interaction. Can it happen that agents prepare more aggressively for cooperation than for competition, and thus destroy some of the value they create through cooperation by preparing for it? If so, under what conditions? To address these questions, I analyze two-stage duopoly games in which agents move noncooperatively in Stage 1, followed by either noncooperative or cooperative moves in Stage 2. In the latter case, a biform game, agents bargain in Stage 2 over how to divide the joint payoff. I show that Stage-1 actions can be more competitive in preparation for cooperation than in preparation for noncooperative interaction, in the sense of deviating more from the benchmark of collusion in both stages, and derive conditions for this to be the case. For instance, in preparation for a merger competing firms invest more in cost reduction than when preparing for price competition. Such increased investments can be wasteful for the duopolists and for society. My results also suggest that economic actors should pay attention to the pre-negotiation phase when arranging cooperation talks.
{"title":"Tough Bargains: When Cooperation is More Competitive than Competition","authors":"Joachim Henkel","doi":"10.5465/amproc.2023.12463abstract","DOIUrl":"https://doi.org/10.5465/amproc.2023.12463abstract","url":null,"abstract":"Economic agents frequently take long-term actions, regarding for instance investments in cost reduction or R&D, before engaging in more short-term interactions, e.g. through price setting. Those short-term interactions may be noncooperative as for example competition on a consumer market, or cooperative and based on negotiations. This raises the question of how long-term actions that prepare for subsequent cooperation differ from those that precede noncooperative interaction. Can it happen that agents prepare more aggressively for cooperation than for competition, and thus destroy some of the value they create through cooperation by preparing for it? If so, under what conditions? To address these questions, I analyze two-stage duopoly games in which agents move noncooperatively in Stage 1, followed by either noncooperative or cooperative moves in Stage 2. In the latter case, a biform game, agents bargain in Stage 2 over how to divide the joint payoff. I show that Stage-1 actions can be more competitive in preparation for cooperation than in preparation for noncooperative interaction, in the sense of deviating more from the benchmark of collusion in both stages, and derive conditions for this to be the case. For instance, in preparation for a merger competing firms invest more in cost reduction than when preparing for price competition. Such increased investments can be wasteful for the duopolists and for society. My results also suggest that economic actors should pay attention to the pre-negotiation phase when arranging cooperation talks.","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872098","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.12179abstract
William Chongyang Zhou
What is the role of business models in new ventures’ international expansion? Drawing upon up the international entrepreneurship literature and the activity-system perspective of business model, we theorize that business model scalability is a key driver of foreign market entry. It is easier for new ventures with more scalable business models to be replicated and reconfigured across national borders, because the core activities of more scalable business models do not need changes; only the peripheral activities need to be adjusted. In comparison, both the core and peripheral activities of less scalable business models need to be modified. Using disruptive business model as a representative business model of high scalability, we further explore the boundary conditions and find that information infrastructure of the host country and venture capital support strengthen the relationship between business model scalability and foreign market entry likelihood, while venture age weakens it.
{"title":"Scaling Up Business Models Across Foreign Markets","authors":"William Chongyang Zhou","doi":"10.5465/amproc.2023.12179abstract","DOIUrl":"https://doi.org/10.5465/amproc.2023.12179abstract","url":null,"abstract":"What is the role of business models in new ventures’ international expansion? Drawing upon up the international entrepreneurship literature and the activity-system perspective of business model, we theorize that business model scalability is a key driver of foreign market entry. It is easier for new ventures with more scalable business models to be replicated and reconfigured across national borders, because the core activities of more scalable business models do not need changes; only the peripheral activities need to be adjusted. In comparison, both the core and peripheral activities of less scalable business models need to be modified. Using disruptive business model as a representative business model of high scalability, we further explore the boundary conditions and find that information infrastructure of the host country and venture capital support strengthen the relationship between business model scalability and foreign market entry likelihood, while venture age weakens it.","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.10554abstract
Nandil Bhatia, Stephan Meier
Employees and customers are arguably two of the most critical stakeholders for businesses. This paper documents a stark imbalance among scholars and practitioners regarding the relative emphasis between these two stakeholders. Text analysis of earnings call transcripts of S&P 500 firms reveals that executives talk about customers 10 times more often than employees. And when they do, executives perceive customers to be analogous to opportunities and employees to risks. A bias towards customers (relative to employees) continues to be omnipresent across board compositions in the United States (and outside) and the academic domain of strategic management. The patterns shed light on a discrepancy inconsistent with existing theory and rhetoric of firms and should inform a discussion about the sources and consequences of this imbalance.
{"title":"Are Customers 10x More Important to Firms than Employees?","authors":"Nandil Bhatia, Stephan Meier","doi":"10.5465/amproc.2023.10554abstract","DOIUrl":"https://doi.org/10.5465/amproc.2023.10554abstract","url":null,"abstract":"Employees and customers are arguably two of the most critical stakeholders for businesses. This paper documents a stark imbalance among scholars and practitioners regarding the relative emphasis between these two stakeholders. Text analysis of earnings call transcripts of S&P 500 firms reveals that executives talk about customers 10 times more often than employees. And when they do, executives perceive customers to be analogous to opportunities and employees to risks. A bias towards customers (relative to employees) continues to be omnipresent across board compositions in the United States (and outside) and the academic domain of strategic management. The patterns shed light on a discrepancy inconsistent with existing theory and rhetoric of firms and should inform a discussion about the sources and consequences of this imbalance.","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.10237abstract
Yaqiong Zhang, Shifu Wang
With the rapid development of artificial intelligence technology, artificial intelligence products are widely used in the market. The degree of artificial intelligence product appearance anthropomorphism has been a hot topic in product strategy as well as consumer behavior research, however, the related research in this field has not reached a unanimous conclusion. This study systematically investigated the influence of AI anthropomorphic appearance on consumer behavior and brand evaluation under different product types through four experiments. It was found that for hedonic AI products, anthropomorphic appearance improves consumers' purchase intention and brand evaluation through perceived entertainment, and intelligence level significantly moderates the mediating effect of perceived entertainment; while for practical AI products, anthropomorphic appearance improves consumers' purchase intention and brand evaluation through perceived usefulness, and intelligence level does not significantly moderate the mediating effect of perceived usefulness. There is no significant moderating effect of intelligence level on perceived usefulness. This study enriches the research on the anthropomorphic appearance of AI products in consumer behavior and provides effective guidance for companies to develop appropriate anthropomorphic images and marketing strategies when designing and producing AI products.
{"title":"The Influence of Anthropomorphic Appearance of Artificial Intelligence Products on Consumer Behavior","authors":"Yaqiong Zhang, Shifu Wang","doi":"10.5465/amproc.2023.10237abstract","DOIUrl":"https://doi.org/10.5465/amproc.2023.10237abstract","url":null,"abstract":"With the rapid development of artificial intelligence technology, artificial intelligence products are widely used in the market. The degree of artificial intelligence product appearance anthropomorphism has been a hot topic in product strategy as well as consumer behavior research, however, the related research in this field has not reached a unanimous conclusion. This study systematically investigated the influence of AI anthropomorphic appearance on consumer behavior and brand evaluation under different product types through four experiments. It was found that for hedonic AI products, anthropomorphic appearance improves consumers' purchase intention and brand evaluation through perceived entertainment, and intelligence level significantly moderates the mediating effect of perceived entertainment; while for practical AI products, anthropomorphic appearance improves consumers' purchase intention and brand evaluation through perceived usefulness, and intelligence level does not significantly moderate the mediating effect of perceived usefulness. There is no significant moderating effect of intelligence level on perceived usefulness. This study enriches the research on the anthropomorphic appearance of AI products in consumer behavior and provides effective guidance for companies to develop appropriate anthropomorphic images and marketing strategies when designing and producing AI products.","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.13552abstract
David Foord
{"title":"Leisure Jobs: Recreating Family and Social Life in Canadian Electric Utility Marketing, 1920-1970","authors":"David Foord","doi":"10.5465/amproc.2023.13552abstract","DOIUrl":"https://doi.org/10.5465/amproc.2023.13552abstract","url":null,"abstract":"","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872281","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.12238abstract
Timothee Waxin, Sabrine Ayed
{"title":"LGBT Discrimination and Harassment, Firm Value, and Reputation Repair","authors":"Timothee Waxin, Sabrine Ayed","doi":"10.5465/amproc.2023.12238abstract","DOIUrl":"https://doi.org/10.5465/amproc.2023.12238abstract","url":null,"abstract":"","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135872423","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-01DOI: 10.5465/amproc.2023.318bp
Gaoyang Cai, Xia Han, Grace Gu
This study investigates how the governance policy of disintermediation, i.e., restricting communication channels through which complementors can persuade buyers to circumvent the platform and transact directly, affects complementors' innovation behaviors. We leverage a governance policy change on Amazon.com (the focal platform) to examine complementors’ responses in adjusting innovation behaviors and product portfolios. Based on a coarsened exact matching (CEM) with the difference-in-differences (DID) empirical approach, we find that complementors who are affected by the disintermediation governance policy (treated complementors) significantly decrease the number of new products launched on the focal platform compared to the matched complementors who are not directly exposed to the policy (controlled complementors). Such an effect is mitigated by a complementor’s reputation and strengthened by a complementor’s capacity constraints. Supplemental analyses of the mechanisms show that treated complementors first significantly reduce the total number of new product developments, i.e., the income effect, and then increase the number of new products launched off the focal platform after the policy change, i.e., the switching effect. Moreover, treated complementors strategically switch the high-end products away while leaving low-end products on the focal platform, i.e., the bait effect. Our analysis of complementors' strategic responses to the platform governance policy against disintermediation sheds light on platform governance in balancing complementors’ extensive-margin and intensive-margin innovative activities and in directing complementors' innovation and product portfolio strategies.
{"title":"Disintermediation Governance and Complementor Innovation: An Empirical Look at Amazon.com","authors":"Gaoyang Cai, Xia Han, Grace Gu","doi":"10.5465/amproc.2023.318bp","DOIUrl":"https://doi.org/10.5465/amproc.2023.318bp","url":null,"abstract":"This study investigates how the governance policy of disintermediation, i.e., restricting communication channels through which complementors can persuade buyers to circumvent the platform and transact directly, affects complementors' innovation behaviors. We leverage a governance policy change on Amazon.com (the focal platform) to examine complementors’ responses in adjusting innovation behaviors and product portfolios. Based on a coarsened exact matching (CEM) with the difference-in-differences (DID) empirical approach, we find that complementors who are affected by the disintermediation governance policy (treated complementors) significantly decrease the number of new products launched on the focal platform compared to the matched complementors who are not directly exposed to the policy (controlled complementors). Such an effect is mitigated by a complementor’s reputation and strengthened by a complementor’s capacity constraints. Supplemental analyses of the mechanisms show that treated complementors first significantly reduce the total number of new product developments, i.e., the income effect, and then increase the number of new products launched off the focal platform after the policy change, i.e., the switching effect. Moreover, treated complementors strategically switch the high-end products away while leaving low-end products on the focal platform, i.e., the bait effect. Our analysis of complementors' strategic responses to the platform governance policy against disintermediation sheds light on platform governance in balancing complementors’ extensive-margin and intensive-margin innovative activities and in directing complementors' innovation and product portfolio strategies.","PeriodicalId":471028,"journal":{"name":"Proceedings - Academy of Management","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135817928","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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