Research Seminars

Strategy & Business Policy

Speaker: Andrea Fosfuri
Professor , Bocconi University

13 October 2016 - Salle du Conseil/B.Ramanantsoa - From 1:30 pm to 3:00 pm


A Tree Induction Analysis of Exclusivity in Technology Licensing

Strategy & Business Policy

Speaker: Deepak Somaya
Associate Professor , University of Illinois at Urbana-Champaign

22 September 2016 - Salle Bernard Ramanantsoa - From 11:00 am to 12:30 pm

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While prior research has significantly advanced our understanding about exclusivity in licensing, there are still significant gaps in our knowledge about how licensing exclusivity is impacted by the interplay between different contextual and intrinsic attributes of the license. Exclusivity in licensing can be highly complex and contingent, potentially reflecting the interactions between different theoretical explanations, and the boundary conditions that apply to each theory. The exploration of such contingencies and complexities is hampered in conventional econometric analyses, which we seek to overcome by employing a novel empirical technique called decision tree induction, a powerful machine learning tool for uncovering nested “multiple theoretical viewpoints.” Implications for the empirical and theoretical literature on licensing, and for abductive theory development by leveraging “big data” are discussed.

Markets, hierarchies and crowdsourcing: The theory of the firm revisited

Strategy & Business Policy

Speaker: Anoop Madhok
York University (Canada)

21 June 2016 - Salle du Conseil/B.Ramanantsoa - From 1:30 pm to 3:00 pm


Craving the Big Deal? Activity load, TMT Turnover and Strategic Momentum in Acquisition Behavior

Strategy & Business Policy

Speaker: Tomi Lamaamen
University of St. Gallen

9 June 2016 - E lab - From 1:30 pm to 3:00 pm

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Despite their prominence, strategic momentum based explanations of acquisition behavior are characterized by two
important shortcomings. First, momentum theorizing has disregarded the temporal dynamics through which acquisition
activity occurs. Second, strategic momentum based explanations do not account for the fact that different actors in an
organization possess the routines and cognitive frameworks developed based on acquisition experience. In this paper,
we extend momentum theory by accounting for the temporal dynamics of the accumulation of experience and the locus
of the formation of routines and cognitive frameworks in organizations. We examine different types of activity loads
arising from small and large acquisition activity and their effects on strategic momentum. Based on our empirical
analysis, we find that increases in either small or large acquisition activity tend to lead to activity load which curtails the
size-related acquisition momentum rather than sustaining it contrary to what the momentum theory would predict. In
addition, we identify an interesting switching dynamic. We find that an increase in small acquisition activity is positively
related to a switch to large acquisitions and an increase in large acquisition activity is positively related to a switch to
small acquisitions. Finally, we find that TMT turnover reduces the likelihood of all kinds of acquisitions suggesting that
TMT turnover affects the shared cognitive frameworks underlying momentum behavior.

Creating and Capturing Value in Repeated Exchange Relationships: Managing a Second Paradox of Embeddedness

Strategy & Business Policy

Speaker: Todd Zenger
University of Utah

2 June 2016 - E lab - From 1:30 pm to 3:00 pm

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Prior empirical studies suggest repeated exchange develops increasing value in buyer-supplier relationships. A first order implication of this finding is that buyers will focus exchange to generate maximum value in relationships. However, buyers are equally concerned with value capture. By distributing rather than focusing exchange, buyers may position themselves to capture more of the value created, leaving buyers potentially conflicted concerning the choice. We label this dynamic the second paradox of embeddedness, distinguishing it from Uzzi’s (1997) paradox driven by technological uncertainty. By examining the procurement activities of a large, diversified manufacturing company, we then test for supplier and buyer behavior consistent with the conditions that enable and behaviors that result from this second paradox.


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