In with the old,in with the new: capabilities,strategies, and performance among the Hollywood studios

An increased focus on turbulent environments has led to a growing interest among researchers in the concept of dynamic capabilities. In this study, we approach dynamic capabilities in a framework of two complementary processes. On one hand, firms can build upon existing capabilities in products and markets in which they have experienced recent success; on the other hand, they can also intentionally focus on other products and markets in which they seek to build capabilities to address their lack of recent success. We examine these two processes within project‐based industries and identify replication and renewal as two types of strategies that firms use to add a dynamic component to their capabilities. We also theorize that the success of each of these strategies is tied to differentiation from rivals, and to firm‐level resource availability and industry‐level demand characteristics. We test these propositions by focusing on the film genres that were offered by the Hollywood studios over a thirty‐year period. Copyright © 2009 John Wiley & Sons, Ltd.     

Can Co-Owners Agree to Disagree? A Theoretical Examination of Voting Rules in Co-Ownerships

Does there exist a voting rule to be, for example, inserted into the constitution of a newly constructed apartment building, which is likely to attract the greatest number of consumers? We analyze this and other questions within a framework in which co-owners resolve future debates by voting. We examine the conditions under which a co-owner optimally opts for unanimous, special majority, simple majority, and minority voting rules. The main innovation of the analysis is that co-owners with distinct characteristics may yet unanimously agree on the optimal voting rule. Among the other results are that the optimal level of the voting rule is non-decreasing (non-increasing) in one’s level of disutility from opposing (favoring) an accepted (a rejected) proposal. Also, while our results are generally in line with the predictions of Ellickson (1982) and the evidence of Barzel and Sass (1990), according to which heterogeneous (homogeneous) voters require (less than) a super majority voting rule, we show a possible exception to this generalization: heterogeneity, in some circumstances, may optimally lead to a minority voting rule. The results are applicable for groups such as general assemblies in apartment buildings, neighborhood councils, and others.     

The structural and environmental correlates of business strategy

An attempt is made to relate several common dimensions of business-level strategy to their organizational contexts. A model is developed that predicts the structural and environmental correlates of a strategy on the basis of the number and uncertainty of its contingencies. It is shown that strategies of complex product innovation, marketing differentiation, market breadth and conservative cost control each have pronounced but very different relationships with bureaucratic and organic structural devices of uncertainty reduction, differentiation and integration, and with environmental dynamism, heterogeneity and hostility.     

Neurotic style and organizational pathology

Many parallels can be drawn between organizational and individual pathologies. We believe that the fantasies of top executives and the neurotic styles to which they give rise are important determinants of the nature of organizational dysfunctions. This is particularly true in centralized organizations where the top executives have a major impact upon organizational climate, structure, strategy and even the selection of the environment; and, where organizational recruitment and promotion processes ensure uniformity, or at least conformity, among the top ranks of executives. Using an empirically derived taxonomy, we have isolated five common pathological organizational types and related each of these to the fantasies and neurotic styles of their top executives. Each type is shown to reflect a large number of elements of structure and strategy that are consistent with and probably caused by the neurotic style of the cadre of top executives. The types are called paranoid, compulsive, histrionic, depressive and schizoid. Implications for management research and organizational change are discussed.     

Convergence empirics across economies with (some) capital mobility

This paper uses a model of growth and imperfect capital mobility across multiple economies to characterize the dynamics of (cross-country) income distributions. This allows convenient study of the convergence hypothesis, and reveals, where appropriate, polarization and clumping within subgroups. The data show little cross-country convergence; instead, the important features are persistence, immobility, and polarization, exemplified by convergence club or twin peaks dynamics.     

Do entry barriers reduce productivity? Evidence from a natural experiment

I study how entry barriers affect productivity by exploiting the collapse of the US sugar cartel as a natural experiment. Using difference-in-difference estimations, I find the eradication of entry barriers caused a 35% increase in productivity within the treatment group.