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Organizations, Strategy and International Management Seminars


All OSIM lectures will be conducted in JSOM 12.214 from 10:30 a.m. to 12 noon.

2020 Spring
Date Guest Lecturer Presentation Title
2/7/2020 Dr. Ruth Aguilera
Northeastern University
The Liabilities of Foreign Institutional Ownership: Evidence from Corporate Political Spending by U.S. Firms

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The benefits of foreign institutional ownership have been amply researched, but there are also potential downsides to such ownership. High foreign institutional ownership can subject a firm to heightened regulatory scrutiny and compliance, increasing its political dependence. Drawing on resource dependence theory, we argue that firms can manage the political dependence that arises from foreign ownership by engaging in corporate political spending (CPS). We derive two moderating conditions from our theoretical argument, positing that the influence of foreign institutional ownership on CPS hinges on the intensity of a firm’s government contracting and on the political sensitivity of the industry. Using a sample of publicly-traded U.S. firms, we find empirical support for our arguments. Our study advances strategic ownership research by showing that U.S. firms can address potential liabilities associated with foreign institutional ownership through nonmarket strategy.

2/21/2020 Dr. Batjargal
Oklahoma State University
The moderating influence of national culture on female and male entrepreneurs’ social network size and new venture growth

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The purpose of this paper is to disentangle individual-level gender differences and norm-based gender roles and stereotypes to provide a finer-grained understanding of why female and male entrepreneurs experience different growth returns from their social networks across different national cultures. Design/methodology/approach – This research uses a survey of 637 (278 female and 359 male) entrepreneurs across four nations varying on relational culture (importance of social relationships) and gender egalitarianism (importance of gender equality or neutrality in social and economic roles). Findings – The authors find evidence that male entrepreneurs in high relational cultures benefit the most in terms of growth in revenues from larger network size while women in low relational cultures benefit the least. In cultures with low gender egalitarianism, male entrepreneurs benefit more from their larger social networks than did the female entrepreneurs. Practical implications – The study presents implications for female entrepreneurs’ behaviors to gain more benefits from their social networks, especially in cultural contexts where relationships are important or where there is equality in gender roles. In these contexts, they may need to develop other strategies and rely less on social networks to grow their ventures. Social implications – This research suggests that female entrepreneurs still are disadvantaged in some societies. National policy may focus on developing more opportunities and providing more support to women entrepreneurs as a valuable contributor to economic growth of the nations.

3/6/2020 Dr. Brian Dineen
Purdue University
Nowhere to Grow: Third Party Employment Branding Success and High Performer Turnover
2019 Fall
Date Guest Lecturer Presentation Title
9/13/2019 Zhen Zhang
Arizona State University
Gender and Social Network Brokerage: A Meta-Analysis and Longitudinal Field Study

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In this article, the authors aim to address two important questions: Are women less likely than men to occupy network brokerage positions? If so, what mechanism(s) explain their less brokerage roles? Study 1, a meta-analysis examining gender differences in network brokerage, analyzes a cumulative sample of 15,947 individuals (k = 69 independent samples) to show that women are less likely to occupy brokerage positions in instrumental and expressive networks, which partly explains their lower career success. Study 2, a longitudinal field study of 139 new employees, shows that ease of interaction and similarity to coworkers moderate the relationship between gender and networking behavior which then predicts network brokerage measured 6 months after these new employees entered their organizations. Together, findings from these two studies offer insights into relative positions of women and men in informal structures of organizational networks, advance understandings of gender inequality in career outcomes, and shed new light on how structural opportunities/constraints and individual agency work in tandem to affect network positions.

9/27/2019 Ben Tepper
Ohio State University
TBA
10/11/2019 Ashleigh Shelby Rossette
Duke University
Intersectionality: Connecting Gender with Race at Work

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In recent years, research from various disciplines, including social psychology, sociology, economics, gender studies, and organizational behavior, has illuminated the importance of considering the various ways in which multiple social categories intersect to shape outcomes for women in the workplace. However, these findings are scattered across disciplines, making it difficult for organizational scholars to leverage this knowledge in the advancement of gender research. The purpose of this review is to assemble these findings to capture how gender and race, when considered in tandem, can generate new understandings about women of different racial groups and their experiences in the workplace. We first provide a review of both historic and contemporary interpretations of the intersectionality concept. Next, using an intersectional framework, we review key findings on the distinct stereotypes ascribed to Black, Asian, and White women, and compare and contrast the differential impact of these stereotypes on hiring and leadership for these subgroups of women. Building from these stereotypes, we further review research that explores the different job roles Black, Asian, and White women occupy, specifically focusing on the impact of occupational segregation, organizational support, and the motherhood penalty on women’s job roles. Finally, we examine how the frequency, emotional toll, and legal implications of sexual harassment can vary for women of differing races. Through this review, we bring attention to the pitfalls of studying women as a monolithic category and call for organizational scholars to consider the role of intersectionality in shaping workplace outcomes.

10/18/2019 Dr. Sea Jin Chang
Lim Kim San Chair Professor
NUS Business School
National University of Singapore
Employee Approval and CEO Turnover

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Using a unique social media dataset that captures the level of employees’ approval of their own CEOs, this paper explores the relationship between firm performance and CEO turnover. Our results show that CEOs with low approval are more likely to be replaced when firms perform poorly while this performance-turnover sensitivity is less pronounced for CEOs with high approval. The board’s difficulties in replacing poorly-performing CEOs with high popularity among employees may not necessarily support the manager-worker alliance hypothesis. Rather, we find that employees’ endorsement of CEOs appears to reflect their managerial ability known only to the employees. This study suggests that employee opinions matter, providing information not necessarily reflected in firm performance.

10/25/2019 Sonja Opper
Lund University
TBA
11/8/2019 Jay Barney
University of Utah
Why resource-based theory’s model of profit appropriation must incorporate a stakeholder perspective.

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Using arguments derived from transactions cost economics and incomplete contract theory, this article shows that the assumption that shareholders are a firm’s only residual claimants is logically inconsistent with resource-based theory’s model of profit generation. It follows from this conclusion that resource based theory’s model of profit appropriation must incorporate a stakeholder perspective. Some theoretical and empirical implications of this conclusion for resource based theory’s model of profit generation, profit appropriation, the role of managers and entrepreneurs in resource-based theory, and how conflicting interests among stakeholders can be resolved are all discussed. Finally, some continuing differences between stakeholder theory and incorporating a stakeholder perspective into resource-based theory’s model of profit appropriation are also discussed.
11/22/2019 Wei Shi
University of Miami
The Tower of Babel? Institutional Investor Global Dispersion and Corporate-Level Investment

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This study investigates how the global dispersion of institutional investors influences corporate-level investment. We theorize that the global dispersion of institutional investors hinders coalition formation and reduces institutional investors’ collective power over CEOs. This emboldens the CEOs to increase risky, long-term-oriented, corporate-level investment. Furthermore, the positive influence on corporate-level investment is stronger when institutional investors are more motivated to form coalitions and weaker when CEOs have stronger internal coalitions with board members or non-CEO top executives. The findings from a sample of 1,860 U.S. firms lend support to our arguments. Overall, this study advances ownership research by showing how institutional investor global dispersion affects managerial decisions.
2019 Spring
Date Guest Lecturer Presentation Title
4/26/2019 Mo Wang
Lanzillotti-McKethan Eminent Scholar Chair, Full Professor, Director of the Human Resource Research Center, Chair of the Department of Management, Warrington College of Business
University of Florida.
Taking a Pattern-oriented Approach to Understand the Nature of Work-related Adjustment: Identifying Unobserved Heterogeneity in Adjustment Processes

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In this talk, I will discuss a pattern-oriented approach for studying work-related adjustment. The approach contains both inductive and deductive features, thus can be used for both theory building and theory testing. I will start the talk by providing a conceptual overview on different types of work-related adjustment. I will then discuss various theories that can inform work-related adjustment and highlight the challenges faced by taking a piece-meal approach. In addressing these challenges, I will detail the pattern-oriented approach for identifying unobserved heterogeneity in adjustment processes and illustrate how this approach can yield novel theoretical insights and reconcile contradictory existing findings by discussing two research examples (Takeuchi, Li, & Wang, 2019; Wang, 2007). I will also discuss the research design and statistical features required by this approach.

4/19/2019 Oliver Schilke
Assistant Professor of Management and Organizations, Assistant Professor of Sociology (by courtesy), Eller College of Management
University of Arizona
A Temporally Contingent View of Social Capital in New Ventures

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This paper sheds new light on the role of social capital in entrepreneurship. Addressing contradictory positions and inconclusive empirical evidence on whether new ventures benefit from bonding vs. bridging positions, we offer a novel, temporal perspective on founding teams’ social capital. Specifically, we introduce the notion of “nested temporality,” highlighting that new ventures are under immense pressure to proceed to the next life cycle stage such that time spent within a given stage plays a critical role. We test our arguments using data on the relationships between 20,845 new venture team members of 5,568 new US ventures. Results suggest that bonding positions are associated with funding success across stages, whereas bridging positions become critical only once seed funding has been obtained and the venture enters the commercialization stage. Further, both social capital dimensions are particularly valuable during convergent periods when the pressure to advance to the next stage is particularly high. These findings imply that extant entrepreneurship literature has underappreciated bonding positions while the benefits of bridging appear more narrow than previously thought. We discuss important implications for the entrepreneurship literature on social capital, for the role of temporality in management theory, and for research on dynamic managerial capabilities.

4/12/2019 Dr. Mona Makhija
Professor of Management and Human Resources, Fisher College of Business
Ohio State University
A Trojan Horse Inside the Gates? Vicarious Learning during Patent Litigation

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Firms use patents as isolating mechanisms to protect the proprietary knowledge that underlies their competitive advantage. Patents confer ownership rights on knowledge newly created by a firm, allowing it to undertake litigation to protect these rights. Prior research has not, however, considered in any detail the effects of patent litigation on the firm’s ability to actually protect its valuable knowledge. This research considers how courtroom dynamics during patent litigation can create unintentional knowledge spillover from patent-holding firms to those accused of patent infringement, facilitating vicarious learning. A unique database of over 3000 patent litigations from 1992 through 2012 in the U.S. pharmaceutical industry is used to test this argument. Findings suggest that various types of knowledge spillovers during litigation are associated with higher subsequent innovation output on the part of the accused firm, supporting the argument that litigation creates conditions that facilitate vicarious learning.

3/29/2019 Dr. Nolan Gaffney
Associate Professor of Management
University of North Texas
Institutional Misalignment and Escape-Based FDI: A Prospect Theory Lens

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Loss-averse (as opposed to fully rational) managers may frame institutional changes in ways that prompt escape-based internationalization. Related studies are often conceptual or do not explicitly disentangle escape-based from traditional FDI motives. Combining a natural experiment-based research design with behavioral predictions derived from prospect theory, we used the differential impact of framed losses to test for indications of escape. Examining 548 Latin American FDI deals, we found support for escape. Using detailed data on 174 of the deals, we found further evidence that characteristics associated with speed, a priority in avoiding loss, were significantly related to escape-based FDI.

3/15/2019 Sheen Levine
Assistant Professor, Organizations, Strategy and International Management
University of Texas at Dallas
TBA
3/8/2019 Debra Shapiro
Clarice Smith Professor of Management & Organization
University of Maryland
Leader’s Immorality-Encouragement (LIE) and Employees’ Immorality: Is this Linkage Strengthened by Good Relationships?

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Despite its commonality in the business world, leaders’ immorality encouragement (LIE) – or leaders’ direct encouragement of followers to perform unethical pro-organizational behaviors (UPB) – has not received enough attention by organizational researchers. Drawing on social cognitive theory and French and Raven’s (1959) conceptualization of bases of power, we posit that LIE increases UPB. Further, we suggest that employees are more likely to comply with LIE when leaders have high quality exchange relationships with the employees (leader-member exchange, or “LMX”) and their own leaders (leader-leader exchange, or “LLX”). We develop and validate a scale for LIE and test our hypotheses. Data collected through field and laboratory studies support our hypotheses. As predicted, LIE increased the likelihood of UPB, an effect that was enhanced by high LMX; and this LIE x LMX interaction-effect strengthened when LLX was high, not low. Theoretical and practical implications are discussed.

2/22/2019 Subra Tangirala
Professor, Robert H. Smith School of Business
University of Maryland
Voice Bystander Effect: How Information Redundancy Inhibits Employee Voice

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Employees often remain silent rather than speak up to managers with work-related ideas, concerns, and opinions. As a result, managers can remain in the dark about issues that are otherwise well known to, or universally understood by, frontline employees. We propose a previously unexplored explanation for this phenomenon: Voice is prone to bystander effects, such that the more certain information is shared among employees, the less any particular employee feels individually responsible for bringing up that information with managers. We theorize that such bystander effects are especially likely to occur when peers of focal employees, on average, enjoy high quality relationships with managers and thereby have adequate relational access to voice up the hierarchy. Using a correlational study involving managers and employees working in teams in a Fortune 500 company, and two experimental studies (a laboratory study involving undergraduate students working in a hierarchical setting, and a scenario study with a sample of U.S.-based workers), we provide evidence for our conceptual model. We discuss the theoretical and managerial implications of our findings.

2/8/2019 Xiao-Ping Chen
Professor of Management, Philip M. Condit Endowed Chair in Business Administration, Associate Dean for Faculty and Academic Affairs
Leadership of Chinese Private Enterprises

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While research on Chinese economic growth has focused primarily on governmental policies and institutional factors, we propose that the rise and success of the private economy was primarily due to the “visible hands” of the founder-entrepreneurs. We conducted a critical analysis of interviews with thirteen founders and CEOs of Chinese private enterprises, including Jack Ma of Alibaba, Liu Chuanzhi of Lenovo, Wang Shi of Vanke, Weihua Ma of China Merchant Bank, identified the managerial practices for entrepreneurial success in competitive and inhospitable environment, and proposed a concentric model of leadership attributes and principles to guide strategies and relationships.

1/25/2019 Dr. Kent Miller
Professor, Management, Eli Broad Graduate School of Management
Michigan State University.
Strategic Issue Diagnosis by Top Management Teams: A Multiple-Agent Model

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This study proposes a theoretical explanation for the accuracy of top management teams’ diagnoses of complex strategic issues. Key contingencies are the span of managerial attention and its allocation to the environment and to other managers, the number of members on the management team, and the decision-making process—whether decentralized, collective, or centralized. Depending on the nature of the organization’s environment, managers who reason analogically from past experience to draw inferences about current strategic issues may arrive at accurate or inaccurate diagnoses. We specify and analyze a multiple-agent model that encompasses individual, top management team, and environmental attributes relevant to the challenging problem of classifying strategic issues as opportunities or threats based on learning from experience. Collective decision making generally outperforms the other approaches. Attending to the environment improves the accuracy of strategic issue diagnoses, whereas attending to other managers’ inferences proves detrimental. Adding members to the top management team has different performance implications for decentralized, collective, and centralized decision making.

2018
Date Guest Lecturer Presentation Title
11/30/2018 Dr. Christopher Marquis
Professor, Samuel C. Johnson Professor in Sustainable Global Enterprise, SC Johnson School of Business
Cornell University
Imprinting and Chinese Management
11/9/2018 Dr. Waverly Ding, Associate Professor, Robert H. Smith School of Business, University of Maryland Academic Scientists on Corporate Boards: Do They Shape Innovations?
10/12/2018 Dr. Tailan Chi
Carl A. Scupin Professor, School of Business
The University of Kansas
Why Do Venture Capital Investors Retain Equity Stakes in Startups After IPO? Insight from a Study of IPO Firms in China
9/14/18 Dr. Markus Baer
Associate Professor of Organizational Behavior
Olin Business School, Washington University in St. Louis
“A recipe for success? Critical acclaim and the one-hit-wonder effect — evidence from the UK cookbook market”
8/31/2018 Dr. Mike Peng
O. P. Jindal Chair of Global Strategy at the Jindal School of Management, Organizations, Strategy and International Management
University of Texas at Dallas.
Behind Theoretical Innovation
8/16/2018 Dr. Amy Tian
Associate Professor
School of Management, Curtin University
Australia
Understanding Multiple Worlds: The Behaviors of Multiculturals in Multinational Teams
4/20/18 Anu Phene
Professor of International Business, Phillip Grub Distinguished Scholar Chair of the International Business Department
The George Washington University
“Signaling Value by Cross-listing: An Evaluation of Foreign Acquisitions by Emerging Economy Firms.”
4/6/18 Jun Xia and Cuili Qian
Associate Professors
The University of Texas at Dallas
“Why Do Multi-national Firms Use Financial Advisors in Cross-border Acquisitions? A Power Balance Approach.”
3/23/18 Richard Priem
Professor of Management
Neely School of Business, Texas Christian University
“The Effects of Consumer Response on Inter-Firm Competitive Dynamics.”
2/23/18 Anthony Nyberg
Professor, Academic Director, Master of Human Resources
Darla Moore School of Business, University of South Carolina
“Lessons from the Board Room: Inductive Theory Building about CEO Succession.”
2/9/18 Shaker Zahra
Department Chair, Robert E. Buuck Chair of Entrepreneurship, Professor of Strategy & Academic Director of the Gary S. Holmes Center for Entrepreneurship Strategic Management & Entrepreneurship Department
Carlton School of Management, University of Minnesota
“Industry Knowledge, Prior Industry Experience and New Venture Survival.”
2017
Date Guest Lecturer
9/29/17 Dr. Jean Boddewyn, Emeritis Professor of International Business
Baruch College, City University of New York
“Reciprocity in International Market Entry.”
4/21/17 Sheila Puffer, University Distinguished Professor, Northeastern University
1/6/17 Sora Jun, Graduate School of Business at Stanford University
2016
Date Guest Lecturer
12/9/16 Jia Yu, University of Iowa
12/2/16 Junfeng Wu, University of Illinois at Chicago
11/29/16 Cuili Qian, City University of Hong Kong
11/11/16 Riki Takeuchi, Hong Kong University
4/22/16 Sheen Levine, University of Texas at Dallas,
Talk: “How Cognitive Skills Affect Competitive Performance – Some Experimental Evidence”
4/22/16 Charlotte Raypens, University of Texas at Dallas,
Talk: “Should I Stay or Should I Go? The Cognition of Exploration and Exploitation”
4/15/16 Professor Hart Posen,
Associate Professor | Management & Human Resources,
Wisconsin School of Business
4/1/16 Professor Wesley David Sine,
Cornell University,
Samuel Curtis Johnson Graduate School of Management
3/4/16 Professor Michael Hitt,
TCU, Distinguished Research Fellow,
Neeley School of Business
2/19/16 Raymond Friedman,
Brownlee O. Currey Professor of Management,
Vanderbilt Owen Graduate School of Management
2015
Date Guest Lecturer Presentation Title
10/23/15 William Ocasio,
Professor of Management and Organization,
Kellogg School of Northwest
“The Generativity of Institutional Logics”
10/9/15 Brian Scott Silverman,
J.R.S. Prichard and Ann Wilson Chair in Management, and Professor of Strategic Management,
University of Toronto
“The “Routinely” High Quality of Piece-Rate Compensation”
5/19/15 Michael Young, Associate Professor and Head Department of Management, School of Business Hong Kong Baptist University “Internal Market Failure in Emerging Economy Firms”
5/1/15 Christopher Ian Rider, Assistant Professor of Strategy, McDonough School of Business at Georgetown University “Still the Same: The New Venture Diversity Imperative and Workforce Segregation”
4/9/15 Hillary Anger Elfenbein, Professor of Organizational Behavior, Washington University in St. Louis, Olin School of Business “Individual Differences in Negotiation: A Nearly Abandoned Pursuit Revived”
3/6/15
1:00 – 2:30 p.m.
JSOM 2.902
Michael Howard ,
Assistant Professor of Management,
Mays Business School, Texas A & M University
“Knowledge Dependence and the Formation of Director Interlocks”
2014
Date Guest Lecturer Presentation Title
11/14/14
1:15 – 2:30 P.M.
JSOM 2.717
Canan Mutlu (Canan’s website), OSIM Ph.D. candidate, Naveen Jindal School of Management, The University of Texas at Dallas “Agency Theory and Corporate Governance in China”
10/24/14
1:00 – 2:30 P.M.
JSOM 2.717
Dr. Gerry McNamara (Gerry’s website), Professor, Eli Broad College of Business, Michigan State University “Motivated to Acquire? The Impact of CEO Regulatory Focus on Firm Acquisitions”
10/3/14
1:00 – 2:30 PM
JSOM 2.717
Dr. Parthiban David, Professor, Kogod School of Business, American University “The Role of Corporate Governance in Attenuating the Risk-Return Paradox “
5/16/14 Professor Marc Van Essen, University of South Carolina
4/25/14
1:30 – 3:00 PM
JSOM 2.714
Dr. Bo Kyung Kim, Southern Methodist University “Incumbents’ Overlooked Role in Discontinuous Technological Change in the US Newspaper Industry.”
3/31/14
9:30 – 11 a.m.
JSOM 1.502
Dr. Sheen S. Levine, Columbia University “Open Collaboration for Innovation: Principles and Performance”
3/3/14 Igor Filatotchev, Sir John Cass Business
3/28/14
1:30 – 3:00 PM
JSOM 2.714
Dr. Urmat Tynaliev, International Ataturk Alatoo University “Is Entrepreneurship a Necessity or an Opportunity in the Kyrgyz Republic? Panel Data Analysis using STATA”
2/21/14 Professor Eric Tsang “Why should business researchers study logic (and philosophy)?”
2013
Date Guest Lecturer Presentation Title
11/15/13 Professor Mark Kriger “Strategy Process for Turbulent Times: The Art and Science of the Impossible”
5/3/13 “What Are The Effects of FDI Co-location? An Industry-related Perspective”
3/25/13 Dr. Sang Kyun Kim, University of Southern Indiana “Search Behavior of the Diversified Firm: The Impact of Fit on Innovation”
3/22/13 Dr. Jun Xia, West Virginia University “Resource Dependence and Multimarket Contact: The Geographic Market Entry of Multiunit Firms”
3/21/13 Dr. Emily Choi, University of Texas at Dallas “The Impact of Market Identity and ExplorationAlliances on the Timing of Start-up Software Firms’ IPO”
3/18/13 Virginie Lopez-Kidwell, University of Kentucky. “The Heart of Social Networks: The Ripple Effect of Emotional Abilities in Relational Well-being”
3/1/13 Dr. Patrick F. McKay, Rutgers University “Making a Lasting Impression: The Influence of Newcomer Race-Ethnicity on Leader-Member
Exchange Formation and Job Performance.”
2/15/13 Dr. David Zoogah, Morgan State University “Institutions, resources and organizational effectiveness in Africa”
2/8/13 Dr. Yitzhak Fried, Syracuse University “Human resource management practices and organizational innovation: The moderating role national culture”
1/11/13 Dr. Mark Martinko, Florida State University “Attribution Theory in the Organizational Sciences”
2012
Date Guest Lecturer Presentation Title
11/9/12 Gerard McNamara, Michigan State University “Do they walk the talk or just talk the talk? Gauging acquiring CEO and director confidence in the value-creation potential of announced acquisitions”
9/28/12 Marc VanEssen, University of South Carolina “An Institution-Based view of Ownership in Europe: A Theory-Building Meta-Analysis”
9/14/12 K. Michele (Micki) Kacmar, University of Alabama “Political Skill” The Art of Nicely Getting Your Way”
2011
Date Guest Lecturer Presentation Title
5/4/11 Gerard McNamara, Michigan State University “Do they walk the walk or only talk the talk? Examining post-acquisition changes to CEO’s equity-based holdings”
2/17/11 Rajendra Sisodia, Bentley University “Conscious Capitalism”
2010
Date Guest Lecturer Presentation Title
12/9/10 Flannery G. Garnett, University of Michigan Community Matters: Uncovering the Societal Mechanisms Undergirding Workplace Discrimination and Inequality
12/6/10 Emily Choi, University of California New Firm Categorization and Technological Diversity in Alliance Networks
11/22/10 Dong Liu, University of Washington Exploring the Effects of Cultural and Entrepreneurial Shocks on New Venture Growth: A Longitudinal, Cross–cultural, Multilevel Investigation
11/12/10 Jenna R. Pieper, University of Wisconsin–Madison Consider the Source: A Study of Referrer Characteristics in the Referral Hiring Phenomenon
11/11/10 Natalia M. Lorinkova, University of Maryland Because I Said So: Or Examining the Differential Longitudinal Effects of Directive Versus Empowering Leadership in Teams