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Articles by Lorenz Graf-Vlachy
Inertia or Adaptability? The Effects of Outside Director Incumbency Capital on Incumbent Firms' Adoption of Discontinuous Technologies
Incumbency capital is a double-edged sword: Outside directors' incumbency social capital (i.e., social ties within the legacy industry and elite networks that historically co-emerged with a focal technology) can facilitate quicker and bolder adoption of discontinuous technologies by helping incumbents gain legitimacy and stakeholder support.
Why Some CEOs Pursue Growth While Others Play It Safe
When companies face high-stakes decisions, such as entering a new market, restructuring operations, or investing in uncertain innovations, they rely on their CEOs to provide strategic direction. Of course, different CEOs respond to different situations in different ways. Some drive bold change, while others adopt a more cautious approach. What explains this divergence? While personality traits and values certainly matter, we highlight another important factor: a CEO’s motivational orientation.
How CEOs’ job demands influence how they pursue goals - Management Studies Insights Blog
Summary: How do situational factors influence CEOs’ ways of pursuing goals? To answer this question, our recent study examines CEO regulatory focus, which consists of two motivational orientations—promotion focus (growth-oriented) and prevention focus (security-oriented). The study considers how CEOs’ job demands, stemming from relative firm performance, stakeholder activism, and CEO tenure, affect the CEO’s regulatory focus.
Understanding the Situational Antecedents of CEO Regulatory Focus
INTRODUCTION Regulatory focus reflects an individual’s motivational orientation and shapes the nature of their goal pursuit via the two different neurocognitive systems of prevention and promotion focus (Crowe and Higgins, 1997; Higgins, 1998; Lanaj et al., 2012).
Kindred spirits: Cognitive frame similarity and good faith provisions in strategic alliance contracts
1 INTRODUCTION An intriguing aspect of strategic alliance contracts is the frequent use of good faith provisions—that is, clauses rooted in, and explicitly referring to, the legally enforceable principle of “honesty in fact and the observance of reasonable commercial standards of fair dealing” (United States Uniform Commercial Code, § 1-201(20)).
Corporate scope 3 carbon emission reporting as an enabler of supply chain decarbonization: A systematic review and comprehensive research agenda
4.2.3 Stakeholders Supplier engagement As a result of corporate scope 3 reporting, engagement with suppliers becomes increasingly collaborative, especially due to the need to exchange growing amounts of data. For example, Dahlmann and Rohrich (2019) found that engagement differs across various dimensions (e.g., purpose or information handling) and that firms apply three types of engagement: Basic, transactional, and collaborative engagement. In a case study of the UK food supply chain, Tidy et al.
How independent are business spin-offs, really?
We are all familiar with spin-offs in the entertainment industry – radio and television programs, video games, films, or any narrative works derived from already existing works that focus on more details and different aspects from the original work (e.g., particular topics, characters or events). Well, a corporate spin-off is the creation of an independent company through the sale or distribution of new shares of an existing business or division of a parent company.
Media Coverage of Firms: Background, Integration, and Directions for Future Research
News media coverage of firms is ubiquitous. Whether in newspapers or magazines, online or on television, or in general or specialist publications, reporting on firms permeates most aspects of public, corporate, and private life (Dyck & Zingales, 2002). More importantly, as a result of the opaqueness of the inner workings of a firm to most outsiders, media coverage is often the main legitimate source for reducing information asymmetries about a firm’s actions (Deephouse, 2000).
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