Session 271
Spinouts
Track I |
Date: Tuesday, October 6, 2015 |
Track F |
Time: 17:30 – 18:45 |
Paper |
Room: Governor's Square 16 |
Session Chair:
- Emilie Feldman, University of Pennsylvania
Abstract: This study examines the role of founders’ prior employer (parent) in shaping the alliance network of firms founded by employees (spinouts) using an unique panel data of pharmaceutical and medical device firms from 1986 to 2012. I find that the spinouts that differ from their parent, for commercialization ties with firms that have direct/indirect parent ties. While spinouts that are similar for marketing, manufacturing and funding ties with partners that have no ties to the parent.
Abstract: This paper analyzes the efficiency of resource allocation decisions in firms that undertake spinoffs. In general, resource allocation decisions become more efficient following the completion of a spinoff. These gains are more pronounced the more a spinoff improves the focus of managerial attention, but they are less pronounced the more organizational adjustments are necessitated by that deal. When the organizational adjustments required by a spinoff are significant, the costs associated with the dissipation of managerial attention outweigh the benefits of increased focus. The contributions of this study are to identify a set of organizational adjustment costs associated with spinoffs and to explore how the tradeoff between the creation and consumption of managerial attention influences the efficiency of resource allocation decisions within diversified firms.
Abstract: We explore the relationship between post-divestiture firm and innovation performance in the high-tech industries. The article introduces alternative view on divestiture oppose to traditional viewpoint which explains divestiture as a reaction due to resolve internal problems. Detached from such pressure, this paper argues that firms engaging in innovative activities as a proactive action. Research is conducted by examining R&D intensity and patents to discuss R&D input and output that is associated with result of divestiture. Furthermore, firm size and transaction volume were presented to moderate the effect of innovation performance within post-divestiture firms. Our result shows that proactive post-divestiture firms had increase in both R&D input and output. Moreover, as firms were smaller in size and resulted in high transaction volume further improved innovation performance.
Abstract: This study explores corporate spin-off initiatives as core vehicles for strategic renewal in incumbent firms. In contrast to prior research that considers spin-offs as a means to exploit knowledge inherited from the parent firm, we investigate how spin-offs are used for the exploration of knowledge. Research implies that firms will seize novel resources if their attention is directed to the external environment. Following the attention-based view of the firm, a favorable organizational set-up has to be established. Therefore, we first study the organizational structures of four spin-off initiatives, how these affected the regulation of attention and, in turn, influenced the spin-off initiative in acquiring new knowledge.. Based on an in-depth study of four cases, we contribute to literature on strategic renewal, spin-offs and the attention-based view.
All Sessions in Track I...
- Sun: 08:00 – 09:15
- Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
- Sun: 09:45 – 11:00
- Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
- Sun: 11:15 – 12:30
- Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
- Sun: 16:15 – 17:30
- Session 104: Resource Allocation and Innovation
- Session 261: Knowledge Creation and Sharing in Virtual Communities
- Sun: 17:45 – 00:00
- Session 317: Knowledge and Innovation Business Meeting
- Mon: 08:00 – 09:15
- Session 62: Multi-level perspectives on capability development
- Session 105: Sourcing Strategies for Knowledge
- Session 256: Innovation and the Strategy-Performance Relationship
- Mon: 11:15 – 12:30
- Session 203: Post Acquisition Learning
- Session 204: Acquiring human capital: Process and outcomes
- Mon: 13:45 – 15:00
- Session 107: Evolving Industries, Evolving Products
- Session 205: Knowledge Recombination and Interdependencies
- Mon: 16:45 – 18:00
- Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
- Session 200: Strategic Leadership, Learning, and Exploration
- Tue: 08:00 – 09:15
- Session 136: Innovating and Learning in Collaborative Alliances
- Session 255: Processes for Innovation and Ideation
- Tue: 11:00 – 12:15
- Session 101: Strategic Patenting
- Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
- Tue: 14:15 – 15:30
- Session 198: Emerging Market Strategies
- Session 206: Knowledge Replication, Transfer and Absorption
- Tue: 15:45 – 17:00
- Session 17: Human Capital and Entrepreneurship
- Session 108: Open Innovation: Antecedents and Performance Effects
- Session 262: Pioneering Knowledge
- Tue: 17:30 – 18:45
- Session 60: Blurring the Boundaries of Strategy Work
- Session 202: Team Dynamics and Creativity
- Session 271: Spinouts
- Sun: 08:00 – 09:15
- Session 193: Phenomenon-driven Research in Strategic Management
- Sun: 09:45 – 11:00
- Session 221: Reflecting on the scope of the firm: New avenues for future research
- Sun: 11:15 – 12:30
- Session 194: The State and Future of Disciplinary Research in Strategic Management
- Sun: 16:15 – 17:30
- Session 113: Serial Acquisitions: Strategies and Processes
- Sun: 17:45 – 00:00
- Session 314: Corporate Strategy Business Meeting
- Mon: 08:00 – 09:15
- Session 111: Portfolio Management: Diversification and Divestitures
- Session 176: Different Perspectives Informing Governance Choices: Partner Choice in Alliances vs. Acquisitions
- Mon: 11:15 – 12:30
- Session 195: Where Are the Boundaries of Strategic Management Research?
- Session 210: M&A/JV Implementation
- Mon: 16:45 – 18:00
- Session 112: Acquisitions - Before the Deal
- Session 243: Competitive Dynamics and Market Positioning
- Tue: 08:00 – 09:15
- Session 115: Horizontal and Vertical Scope: Interactions and Embeddedness
- Session 272: Competitive Dimensions of Firm Boundary and Location Decisions
- Tue: 11:00 – 12:15
- Session 117: Issues and Answers for the Diversified Firm
- Session 145: Strategic Leadership and Corporate Strategy
- Tue: 14:15 – 15:30
- Session 58: Corporate VCs and spin-outs
- Session 116: Acquisitions - After the Deal
- Session 267: Healthcare Industry Dynamics, Relationships, and Activities
- Tue: 15:45 – 17:00
- Session 110: Models of Corporate Strategies
- Tue: 17:30 – 18:45
- Session 114: The Interplay Between Financial Markets & Advisors and the Acquiring Firm
- Session 271: Spinouts