Weekly Reads – Aug 14

Reviewing the field of external knowledge search for innovation: theoretical underpinnings and future (re-)search directions – a review of how firms search for innovation outside. They introduce the term decoupled search which happens when the search process involves an assistant.

Charting a Path between Firm‐Specific Incentives and Human Capital‐Based Competitive Advantage – firms can offer unique incentives to their employees (e.g. Disney parks’ discount to employees, Google enabling employees access to interesting data, having a culture of fun at Zappos ). The paper provides a typology of these different incentives that can be unique to certain firms.

Scale quickly or fail fast: An inductive study of acceleration – accelerators have three main characteristics: investment on ventures that already reached product-market fit, focus on growth (through revenue, number of customers and even team maturity) in a short amount of time and an emphasis on aggressively testing whether the venture can succeed or fail.

Detecting academic fraud using Benford law: The case of Professor James Hunton – Benford’s law states that the first digit of datasets collected would likely to be small. For instance, the number 1 appears 30% of the time if a dataset if collected truthfully. The researchers used this idea to see whether they can detect the fraud from retracted papers.

A Quantum Approach to Paradox Entails Neither Preexisting Tensions Nor Asymmetry: Response to Li – So, this was a letter in response to a comment by Li on the original article by Hahn and Knight using concepts from quantum physics to resolve the paradoxes in management research. I wouldn’t claim that I understand anything but it’s really fascinating the extent that researchers are adapting theories from other fields.

The Role of Research in Business Schools and the Synergy Between its Four Subdomains – applies Pasteur’s quadrants to create a typology of business research. I liked the part described how famous names in management fit into the different quadrants.

Crossing the valley of death: Five underlying innovation processes – They describe five processes to cross the so-called valley of death, hindering early-stage ventures from succeeding. These include: refining the narrative for the technology concept, evaluating the technical aspects of the lab-scale models, refining how the technology will be used, assessing the comparative value and integrating the inputs of innovator actors.

ON THE THEORY OF ORGANIZATIONAL PATH DEPENDENCE: CLARIFICATIONS, REPLIES TO OBJECTIONS, AND EXTENSIONS – a follow up to the highly cited article in 2009 on organizational path dependence

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