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Sample Selection And Theory Development: Implications Of Firms' Varying Abilities To Appropriately Select New Ventures, Arthurs Kalnins
Sample Selection And Theory Development: Implications Of Firms' Varying Abilities To Appropriately Select New Ventures, Arthurs Kalnins
Arturs Kalnins
I highlight the need to consider sample selection when developing theory. When a sample is the result of a selection process, the process may be (1) generating empirical relationships consistent with a theoretical explanation that plays no causal role or (2) canceling out an empirical relationship actually generated by a causal process associated with a proposed theory. I argue that firms' varying abilities to appropriately select new ventures and select in or out of samples of such investments can lead to empirical misinterpretation and inappropriate theoretical conclusions.
Divisional Multimarket Contact Within And Between Multiunit Organizations, Arthurs Kalnins
Divisional Multimarket Contact Within And Between Multiunit Organizations, Arthurs Kalnins
Arturs Kalnins
The theory of multimarket contact has important but uninvestigated implications for interactions among a firm's divisions because divisions often meet and even compete in multiple geographical and product markets. I hypothesize that firms with incentives to induce competition among divisions will act to reduce levels of multimarket contact among those divisions. Further, I predict that, in markets with substantial uncertainty, firms will increase divisional multimarket contact. I find support for these hypotheses in the setting of the franchised fast-food industry.
Making Use Of Difference: Diversity, Debate, And Decision Comprehensiveness In Top Management Teams, Tony L. Simons, Lisa Hope Pelled, Ken A. Smith
Making Use Of Difference: Diversity, Debate, And Decision Comprehensiveness In Top Management Teams, Tony L. Simons, Lisa Hope Pelled, Ken A. Smith
Tony L. Simons
This study examined how top management team diversity variables and debate interacted to influence two measures of company financial performance. Further, it assessed the degree to which decision comprehensiveness mediated those interaction effects. Multi-informant data from the top management teams of 57 manufacturing companies revealed that more job-related types of diversity interacted with debate to influence financial performance, but a less job-related type (age diversity) did not. Decision comprehensiveness partially mediated those effects.