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991.
992.
This study empirically examines the determinants of heterogeneous firm‐level cooperative R&D commercialization strategies. While the volume of interfirm collaboration has increased dramatically in recent decades, the determinants of firm‐level choices among alternate modes of such cooperative activity remain relatively understudied. We develop a conceptual model of factors determining collaborative mode choice at the organizational portfolio level. These factors include the firm‐level appropriation environment, in which deal‐level choices have portfolio‐level spillover implications, as well as governance capabilities developed by the firm over time. Using a random sample of innovating biotechnology start‐ups, we assemble a firm‐year panel dataset that aggregates transaction‐level collaboration data to the firm‐year level, allowing us to characterize firms' portfolios of collaborative deals. We find broad empirical support for our model, suggesting that a firm's appropriation environment and governance capabilities strongly influence portfolio‐level collaboration mode choices. In addition, we explore the implications of governance capability development, finding that experience with particular modes, as well as deviations from existing capabilities, impact firm valuation. Copyright © 2009 John Wiley & Sons, Ltd. 相似文献
993.
William H. Greene Abigail S. Hornstein Lawrence J. White 《Journal of Empirical Finance》2009,16(5):703-720
With U.S. multinational enterprises playing increasingly important roles in the global economy, it is important to understand the efficiency of their capital budgeting decisions. We examine an unbalanced panel of 332 U.S. firms from 1992–2000. Using the deviation of a firm's estimated marginal Tobin's q from a benchmark as an indicator of effective resource allocation, we find that widespread multinationals make more efficient capital budgeting decisions. We also test whether this reflects the MNEs' investment locations, but do not obtain support for the hypotheses that they might be monitored by more agents or more successfully resist pressures from interest groups and governments. 相似文献
994.
995.
Silvia Dominguez-Martinez Otto H. Swank Bauke Visser 《Journal of Economics & Management Strategy》2008,17(3):667-682
It is often assumed that bad corporate performance means a bad CEO. The task of a board of directors is then simple: dismiss the executive. If it fails to do so, the board is said to be indolent. We take a kinder approach to observed board behavior and point to the problems even well-intended boards would encounter. They face the twin task of disciplining and screening executives. We analyze the nature of the retention contract a board uses to discipline and screen executives. Consistent with empirical observation, we find that executives may become overly active to show their credentials, and that the link between bad performance and dismissal is weak. 相似文献
996.
Marie Hutchinson Margaret H. Vickers Lesley Wilkes Debra Jackson 《Employee Responsibilities and Rights Journal》2009,21(3):213-229
This paper reports findings from the first, qualitative stage of a national sequential, mixed method study of bullying in
the Australian nursing workplace. Twenty-six nurses who had experience of workplace bullying were recruited from two Australian
public sector health care organizations. Examining the narrative data from the viewpoint of bullying being a corrupt activity
we present an alternative perspective on group acts of bullying. By exploring bullying as corrupt behaviour, this paper challenges
the assumption that bullying can be principally considered a series of isolated events stemming from interpersonal conflict,
organizational pressures, or poor work design. Corruption in organizations has not previously been linked with or compared
to bullying. In revealing the manner in which actors can engage in corrupt conduct that includes bullying, the findings from
our study offer important implications for the management of workplace bullying as a serious and corrupt activity. 相似文献
997.
Jaartal en blz. achter de namen der tijdschriften hebben betrekking op de plaats, waar deze laatstelijk in De Economist zijn behandeld. 相似文献
998.
999.
H. H. la Chapelle 《De Economist》1885,34(2):884-884
Aan de Redactie van de Economist. 相似文献
1000.