No. 38-3, March 2017
Index
- Are founder CEOs more overconfident than professional CEOs? Evidence from S&P 1500 companies
- Being the CEO's boss: An examination of board chair orientations
- Copyright Page
- Entrepreneurial beacons: The Yale endowment, run‐ups, and the growth of venture capital
- Entry, exit, and the potential for resource redeployment
- Firm growth, adaptive capability, and entrepreneurial orientation
- How middle managers manage the political environment to achieve market goals: Insights from China's state‐owned enterprises
- How much do CEOs really matter? Reaffirming that the CEO effect is mostly due to chance
- Incubation of an industry: Heterogeneous knowledge bases and modes of value capture
- Independent director death and CEO acquisitiveness: Build an empire or pursue a quiet life?
- Is that an opportunity? An attention model of top managers' opportunity beliefs for strategic action
- Once bitten twice shy? Experience managing violent conflict risk and MNC subsidiary‐level investment and expansion
- Organizational knowledge networks and local search: The role of intra‐organizational inventor networks
- Policy risk, strategic decisions and contagion effects: Firm‐specific considerations
- Reaffirming the CEO effect is significant and much larger than chance: A comment on Fitza (2014)
- Strategy, human capital investments, business‐domain capabilities, and performance: a study in the global software services industry
- Table of Contents
- The more, the merrier? Women in top‐management teams and entrepreneurship in established firms
- Time delays, competitive interdependence, and firm performance
- When the target may know better: Effects of experience and information asymmetries on value from mergers and acquisitions
- Who needs experts most? Board industry expertise and strategic change—a contingency perspective