@article {1968711,
	title = {Standing Ground? The Influences of Knowledge Diversity and Technology Opportunity on Generative Appropriation},
	journal = {International Journal of Innovation Management},
	year = {2021},
	month = {2021},
	keywords = {Strategy \& Entrepreneurship},
	url = {https://www.worldscientific.com/doi/10.1142/S1363919621500766},
	author = {Choi,Yohan and Barden,Jeffrey}
}
@article {1968716,
	title = {Swinging for the Fences? Payroll, Performance and Risk Behavior in the Major League Baseball Draft},
	journal = {Journal of Sport Management},
	year = {2021},
	month = {2021},
	abstract = {This study examines the way competitive advantage and organization performance mediate the effect of potential slack {\textendash} externally-available resources {\textendash} on organization risk behavior in Major League Baseball{\textquoteright}s amateur draft. It tests the hypotheses that local market munificence provides payroll advantage and increases on-field performance and that payroll disadvantage and poor performance increase teams{\textquoteright} likelihood of selecting riskier high school players instead of college players. Consistent with resource deprivation theory, results suggest that payroll disadvantage promotes risk-taking; however, on-field success encourages risk-taking early in the draft. Indeed, pick number appears to have a U-shape relationship with risk-taking where winning increases confidence earlier in the draft and low stakes promote risk-seeking later. This study contributes to the literature by suggesting that input-based and outcome-based reference metrics have different effects on risk behavior and that managerial hubris may influence risk behavior through information availability rather than having a general effect.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Barden,Jeffrey and Choi,Yohan}
}
@article {1968721,
	title = {Horizontal Competition and Interorganizational Exchange Partner Selection: An Analysis of Major League Baseball Player Trades},
	journal = {Strategic Organization},
	year = {2019},
	month = {2019},
	abstract = {This study examines the influence of horizontal competition on interorganizational exchange. Interorganizational competition is a multidimensional construct that can influence exchange in multiple, sometimes countervailing ways. With an analysis of Major League Baseball player trades, we examine the influences of three components of competition {\textendash} goal conflict, rivalry, and competitive interaction {\textendash} on interorganizational exchange partner selection. We find that that goal conflict reduces the hazard rate of exchange between organizations, but competitive interaction increases it. Moreover, we find evidence that prior exchange moderates the competition-exchange relationship by reducing the perceived risks and information benefits of exchange with a competitor. We do not find evidence that interorganizational rivalry shapes subsequent exchange behavior.},
	keywords = {MBA, Strategy \& Entrepreneurship},
	author = {Barden,Jeffrey and Vestal,Alex}
}
@article {1968431,
	title = {Performance Deviations and Acquisition Premiums: The Impact of CEO Celebrity on Managerial Risk-Taking},
	journal = {Strategic Management Journal},
	volume = {37},
	year = {2016},
	month = {2016},
	pages = {2677-2694},
	keywords = {Strategy \& Entrepreneurship},
	author = {Cho,Sam Yul and Arthurs,Jonathan and Townsend,David M. and Miller,Douglas R. and Barden,Jeffrey}
}
@article {1968726,
	title = {The influences of capital market munificence on new-venture alliance formation in emerging industries},
	journal = {Strategic Organization},
	volume = {12},
	year = {2014},
	month = {2014},
	pages = {225-243},
	keywords = {Strategy \& Entrepreneurship},
	author = {Hoehn-Weiss,Manuela and Barden,Jeffrey}
}
@article {1968731,
	title = {Hometown Proximity, Coaching Change, and the Success of College Basketball Recruits.},
	journal = {Journal of Sport Management},
	volume = {27},
	year = {2013},
	month = {2013},
	pages = {230-246},
	abstract = {In this study, we examine the influence of hometown proximity on collegiate athletic recruit performance. The geographic proximity of a new recruit{\textquoteright}s local community to a recruiting organization can influence the recruit{\textquoteright}s performance after joining an organization. However, the direction of the effect of such proximity is not clear. Previous research suggests that human resource proximity facilitates recruits{\textquoteright} social embeddedness in the community in and around the recruiting organization. In turn, proximity may increase recruit performance by facilitating learning, trust-building, and social commitment. However, prior research also suggests that proximity could have some negative influences. Our empirical analysis of collegiate basketball recruits suggests that the geographic proximity of an organization to a new recruit{\textquoteright}s hometown generally has a positive influence on both individual and team performance. However, proximity may become a disadvantage when there is a disruptive, involuntary coaching change after the recruit joins the organization.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Barden,Jeffrey and Bluhm,D. and Mitchell,T. and Lee,T.}
}
@article {1968736,
	title = {The influences of being acquired on subsidiary innovation adoption},
	journal = {Strategic Management Journal},
	volume = {33},
	year = {2012},
	month = {2012},
	pages = {1269-1285},
	abstract = {Received research suggests that a firm subsidiary{\textquoteright}s acquisition by a new owner has countervailing effects on the subsidiary{\textquoteright}s innovation adoption behavior. On one hand, ownership change can make a subsidiary more receptive to innovation by reducing some inertial forces and introducing new resources to overcome others. Alternatively, the costs and demands of an acquisition can draw decision makers{\textquoteright} attention away from important innovations in the technological environment. This event history study disentangles these countervailing influences by examining the influences of radio station ownership change on stations{\textquoteright} adoptions of HD Radio{\textregistered} technology. The study finds that a change in ownership control does have a positive direct influence on the likelihood of technology adoption, but that it also curtails tendency for subsidiaries to subsequently mimic others{\textquoteright} technology adoptions.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Barden,Jeffrey}
}
@article {1968741,
	title = {The influence of R\&D investment on the use of corporate venture capital: An industry-level analysis},
	journal = {Journal of Business Venturing},
	volume = {25},
	year = {2010},
	month = {2010},
	pages = {376-388},
	abstract = {We consider how internal research and development (R\&D) influences the use of corporate venture capital (CVC) and how this relationship varies across industries. We find that, in general, R\&D investments increase the number of CVC deals in an industry. We also find that R\&D investment has a particularly strong influence on the use of CVC in industries that are growing rapidly and changing technologically. Our analysis provides greater clarity on the relationships involving R\&D and CVC in the presence of contingencies by integrating insights of absorptive capacity and real options reasoning.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Sahaym,A. and Steensma,K. and Barden,Jeffrey}
}
@article {1968746,
	title = {The evolution and internalization of international joint ventures in a transitioning economy},
	journal = {Journal of International Business Studies},
	volume = {39},
	year = {2008},
	month = {2008},
	pages = {491-507},
	abstract = {Although international joint ventures (IJVs) may mature over time and develop competitive viability, they maintain some risk of instability owing to their shared ownership. Such instability can ultimately lead to their internalization by one of the partners. In this study, we consider factors that influence (1) whether IJVs evolve toward becoming a wholly owned subsidiary, and (2) which parent (foreign or local) gains ownership of the venture. We use a sample of Hungarian joint ventures, and find that only when there is both a power imbalance between the parents and high levels of conflict is the likelihood that the joint venture converts to a wholly owned subsidiary enhanced. The extent to which the joint venture has learned from the foreign parent indirectly determines which parent gains full ownership. Extensive knowledge transfer to a joint venture in a transitioning economy combined with high levels of conflict increases the likelihood of the foreign parent gaining full ownership. In contrast, when there is extensive knowledge transfer and low conflict between the parents, the local parent is more likely to internalize the venture. Our results suggest that the relationship between partner power and outcomes in ventures is more complex than originally believed, and is contingent upon the level of conflict between the parents of the IJV.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Steensma,K. and Barden,Jeffrey and Dhanaraj,C. and Lyles,M and Tihanyi,L}
}
@article {1968751,
	title = {Disentangling the influences of leaders{\textquoteright} relational embeddedness on interorganizational exchange},
	journal = {Academy of Management Journal},
	volume = {50},
	year = {2007},
	month = {2007},
	pages = {1440-1461},
	abstract = {Drawing on the concept of relational embeddedness and the associated mechanisms of mutual understanding, trust, and commitment, we examine how leaders{\textquoteright} prior exchange experiences influence the likelihood of subsequent interorganizational exchange. We begin to develop a microlevel model of organization-level relations that accounts for nodal multiplexity. In data on baseball player trades, we found that individual leaders{\textquoteright} ties affected exchanges less than did an organization{\textquoteright}s other ties. The sharing of exchange experiences by organizations and their current leaders increased the influences of those experiences on exchange behavior. Thus, leaders have more influence within their organizational contexts than in isolation.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Barden,Jeffrey and Mitchell,W.}
}
@article {1968756,
	title = {Cognitive underpinnings of institutional persistence and change: A framing perspective},
	journal = {Academy of Management Review},
	volume = {32},
	year = {2006},
	month = {2006},
	pages = {347-366},
	abstract = {We integrate the predictions of prospect theory, the threat-rigidity hypothesis, and institutional theory to suggest how patterns of institutional persistence and change depend on whether decision makers view environmental shifts as potential opportunities for or threats to gaining legitimacy. We argue that in the event that decision makers face ambiguity in their reading of the environment, they initiate decoupled substantive and symbolic actions that simultaneously accommodate the predictions of prospect theory and the threat-rigidity hypothesis.},
	keywords = {Strategy \& Entrepreneurship},
	author = {George,E and Sitkin,S. and Chattopadhyay,P. and Barden,Jeffrey}
}
@article {1968761,
	title = {The influence of parent control structure on parent conflict in Vietnamese international joint ventures: an organizational justice-based contingency approach},
	journal = {Journal of International Business Studies},
	volume = {36},
	year = {2005},
	month = {2005},
	pages = {156-174},
	abstract = {There has been significant interest in understanding how the distribution of parental control over international joint ventures (IJV) influences IJV outcomes (e.g., parent conflict, survival, performance). Yet, the accumulation of research on the relationship between control structure and IJV outcomes has been somewhat inconclusive and even contradictory. We contribute to this research stream by developing an organizational justice-based contingency model relating parental control structure to parent conflict. We suggest that the level of conflict between IJV parents will depend on the consistencies between the control structure and parents{\textquoteright} contribution of proprietary resources, and between control structure and the parents{\textquoteright} abilities to effectively monitor operations. Our analysis of Vietnamese joint ventures provides some support for our model, and suggests that the relationship between parent control structure and IJV outcomes is perhaps more complex than previously thought.},
	keywords = {Strategy \& Entrepreneurship},
	author = {Barden,Jeffrey and Steensma,K. and Lyles,M.}
}