Session 16

Human Capital and Innovation

Track L

Date: Monday, October 5, 2015

Track X

Time: 13:45 – 15:00

Paper

Room: Director's Row E


Session Chair:

  • Douglas Miller, Rutgers University

Title: A Core-Periphery Analysis Of The Role Of Formal And Informal Organizational Structures On Employees’ Innovation Development

Authors

  • Daniela Iubatti, IESE Business School
  • Massimo Maoret, IESE Business School
  • Marco Tortoriello, IESE Business School

Abstract: Despite the fact that many studies have investigated how informal intra-organizational networks affect employees’ creative outcomes, the impact of employees’ simultaneous positions in both informal and formal organizational structure on their ability to implement ideas into developed innovation has been overlooked. After analyzing primary data from an R&D unit of a large multinational innovation-driven company composed by 276 R&D scientists and engineers, we find that employees’ who stand at the core of the informal network and simultaneously belong to a core organizational unit have greater innovative performances. However, this effect is negatively moderated by their distribution of ties across the core and the periphery of the informal network.

Title: Cumulative Innovation in Biotechnology: The Role of Star Inventors

Authors

  • Jan Hohberger, University of Technology-Sydney

Abstract: Previous research has highlighted the importance of star inventors for innovation and firm performance. However, we have limited knowledge regarding how star inventors influence cumulative knowledge generation. Thus, this study analyses patents in the pharmaceutical industry, in order to investigate to which extent the inventions of star inventors influence the value of subsequent inventions, and if inventors can build equally on the ideas of star inventors. The results show that having a star directly involved in the generation of an invention and building on the inventions of stars is positively related to invention performance. Additionally, stars’ building on the invention of other stars has a positive effect on the generation of particularly valuable inventions. However, for standard inventions, stars are no better in building on the previous inventions of other stars than non-star inventors. Similarly, star and non-star self-citations have a negative effect on invention outcomes.

Title: The Effects of Acquisitions on Research Personnel: Earnings after Employee Separation

Authors

  • Douglas Miller, Rutgers University

Abstract: Prior research investigates how job displacement affects earnings of workers. We extend this literature to the case of the scientific and engineering personnel critical to firm success in R&D, in the context of M&A. Using the 1997 National Survey of College Graduates and SESTAT data from the NSF, we construct a sample of 2,269 workers who experienced job loss due to their company being taken over. Reported annualized salary, on average a few years after the displacement, shows that research personnel are more negatively affected by job loss due to acquisitions than other college-educated employees, and this negative effect is stronger for women, older workers, and non-citizens. These findings have implications for decision-making by managers, employees, and regulators.

Title: The Flow of Innovation: How Human and Social Capital Explain Firm Innovative Capabilities

Authors

  • Matthew Josefy, Indiana University
  • Scott Kuban, Texas A&M University
  • David Boss, Ohio University
  • Michael A. Hitt, Texas A&M University and TCU
  • Duane Ireland, Texas A&M University

Abstract: Though human and social capital are the subject of a great deal of inquiry and have important implications for firm performance, key questions remain unanswered with regard to how individual employees harness their knowledge and connections to influence firm-level outcomes. This paper focuses on the transfer of industry-specific human capital and social capital ties from prior work experience. We investigate how this human capital resource and social capital network impacts firm innovation quantity, quality and novelty in the telecommunications equipment manufacturing industry. Preliminary analysis suggests that these employee prior experience ties are predictive of firm innovation even when controlling for other types of firm ties (e.g., alliance, acquisitions).

All Sessions in Track L...

Sun: 08:00 – 09:15
Session 287: Strategic Human Capital in a Global Market
Sun: 09:45 – 11:00
Session 289: Seeing the Future in the Recent Past: Predicting Seminal Work
Sun: 11:15 – 12:30
Session 288: Strategy Microfoundations and Human Capital: What Have We Learned?
Sun: 16:15 – 17:30
Session 13: Employee Mobility: Barriers and Enablers
Sun: 17:45 – 00:00
Session 321: Strategic Human Capital Business Meeting
Mon: 08:00 – 09:15
Session 14: Typologies of Human Capital and Strategy
Mon: 11:15 – 12:30
Session 15: Human Capital, Company Networks, and Reputation
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 16: Human Capital and Innovation
Tue: 08:00 – 09:15
Session 18: Human Capital Architectures
Tue: 11:00 – 12:15
Session 19: Motivating and Governing Human Capital
Tue: 14:15 – 15:30
Session 20: New Frontiers in Human Capital Research
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Tue: 17:30 – 18:45
Session 21: Revisiting Theory in Strategic Human Capital Research

All Sessions in Track X...

Sun: 08:00 – 09:15
Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
Sun: 09:45 – 11:00
Session 29: The Elephant in the Room: How public policy and institutions help drive innovation, entrepreneurship, and firm performance
Session 76: The evolution of the strategy as a profession and the field of strategy
Sun: 11:15 – 12:30
Session 12: Environmental Entrepreneurship: How and When do Entrepreneurs address Environmental Degradation?
Session 38: Big Game Hunting: Accessing and Interacting with Senior Executives for Empirical Research
Sun: 13:45 – 14:30
Session 307: Lifetime Achievement Award Recipient
Sun: 14:45 – 15:45
Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation
Sun: 16:15 – 17:30
Session 61: The Institutional Level of Strategizing Activities
Session 261: Knowledge Creation and Sharing in Virtual Communities
Mon: 08:00 – 09:15
Session 72: External Influences: Audiences and Media
Session 126: Entry Mode & Cross-Border Acquisitions
Session 140: New Perspectives on the Outside Director Selection Process
Mon: 09:45 – 11:00
Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies
Mon: 11:15 – 12:30
Session 149: Management and Coordination of Multinationals
Session 220: Perspectives on CEO Compensation
Mon: 13:45 – 15:00
Session 16: Human Capital and Innovation
Session 37: Political Ties: Knots or Bows?
Session 63: Political and Material Aspects of Strategy Making
Session 97: Accelerators, corporate VCs and new venture creation
Session 258: Explainng CSR: External Factors
Mon: 15:15 – 16:15
Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
Session 311: Theory Fragmentation in Strategic Management?
Session 312: Climate Change: Why and How Should Strategic Management Care?
Mon: 16:45 – 18:00
Session 42: The Word is Out! Stakeholder Responses to Public Signals of Firms' Behaviors
Session 112: Acquisitions - Before the Deal
Tue: 08:00 – 09:15
Session 309: Looking Good and Sounding Better: Impression Management by CEOs
Tue: 09:45 – 10:45
Session 9: Whatever Happened to Theory in Strategic Management?
Tue: 11:00 – 12:15
Session 70: CEO Characteristics: Microfoundations of Behavioral Strategy
Tue: 14:15 – 15:30
Session 116: Acquisitions - After the Deal
Tue: 15:45 – 17:00
Session 52: Entrepreneurial business models
Session 219: A Tough Crowd: Critical Examinations by Owners and Stakeholders
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 144: Board Structure: What Works Best?
Session 208: Internationalization Strategies and Performance


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