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��ࡱ�>�� ce����b��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������u �r��<bjbj�n�n2>��a��a ! �������""������������8�<5��oliiiii}}}�n�n�n�n�n�n�n$q��s<o9�}}}}}o��ii4voqqq}r�i�i�nq}�nqqqi�������e>������q�nlo0�oq�s�^�sqqf0�s��k,}}q}}}}}oo]}}}�o}}}}���������������������������������������������������������������������s}}}}}}}}}"q s: strategic management journal volume 44, issue 13, december 2023 1. title: missed chances and unfulfilled hopes: why do firms make errors in evaluating technological opportunities? authors: amit kumar, elisa operti abstract: this study examines commission and omission errors in the evaluation of technological opportunities. integrating structural and cognitive perspectives, we propose that inventors with more cohesive collaboration networks within the firm or geographically closer to the corporate headquarters exert greater influence on the dominant representations shaping opportunity evaluation within the firm. thus, their inventions are more likely to be positively assessed, even if quality considerations suggest otherwise. conversely, even when superior in quality, inventions from individuals with less cohesive collaboration networks within the firm or located far from the corporate headquarters are less likely to be positively evaluated, leading to omission errors. the study provides evidence based on 22 interviews and archival data from the mobile phone and personal digital assistant industry between 1990 and 2010. 2. title: cashing in on the culture wars? ceo activism, wokewashing, and firm value authors: gaia melloni, andrea patacconi, nick vikander abstract: in this article, we examine under what conditions ceo activism�the practice of corporate leaders to take public stances on sociopolitical issues�can create firm value. in our model consumers care about the type of firm they buy from, but also understand that corporate leaders can make false or misleading statements to pander to valuable demographics. we show that, although the profitability of ceo activism is severely compromised by this wokewashing, under some conditions credible, value-enhancing sociopolitical communications can still take place. we characterize (i) when corporate leaders prefer to stay silent; (ii) when wokewashing is so widespread that no credible communication is possible; and (iii) when instead some credible communication can take place. we also show how an intrinsically motivated ceo can destroy or increase firm value. 3. title: network advantage: uncontested structural holes and organizational performance in market crises authors: andrew shipilov, stan x. li, matthew s. bothner, nghi truong abstract: we examine how crisis conditions affect the link between structural holes and organizational performance. since brokerage offers early access to diverse perspectives and autonomy in exchange relations, the benefits of brokerage should rise when crises erupt. however, evidence on the subject has been inconclusive, raising the question of whether crisis actually imposes a boundary condition on structural hole theory. using longitudinal data on investment banks, and exploiting the 2000 dot.com crisis as well as the 2008 financial crisis, we explore whether crises moderate the favorable effect of brokerage on performance. our results reveal that only exclusive, and not shared, structural holes are advantageous for performance, as they facilitate ambidextrous responses to crisis. implications for brokerage theory and new research on crisis are discussed. 4. title: the growth of hierarchy in organizations: managing knowledge scope authors: megan lawrence, christopher poliquin abstract: theory posits hierarchy as a response to coordination challenges and emphasizes organization size and the need to transfer knowledge as the mainspring of these challenges. this connection, however, is largely based on the quantity of knowledge to be transferred rather than its characteristics. building on the knowledge-based view, we propose that knowledge scope�the variety of knowledge across an organization's members�affects coordination costs and hierarchy expansion. using an economy-wide database from brazil, we show that firms are more likely to expand their hierarchy when knowledge scope increases. this effect varies with firms' capacities to manage knowledge; firms whose employees perform more similar tasks or have shared experience at previous employers are less likely to expand hierarchy in response to increases in knowledge scope. 5. title: different people, different pathways: human capital redeployment in multi-business firms authors: christopher albert sabel, amir sasson abstract: multi-business firms redeploy human capital to strengthen individual business units. however, we know little about the antecedents of such redeployments and their effects on unit outcomes. contributing to the resource redeployment and strategic human capital literatures, we test the relationships between parent�unit industry relatedness, the direction of redeployment (parent-to-unit and unit-to-parent), the type of human capital, the likelihood of redeployment, and post-redeployment unit closure. using norwegian population-level microdata of spinouts, we find that parent�unit industry relatedness increases the likelihood of human capital redeployment and that this effect is stronger for generalists than for specialists. further, we find that parent-to-unit and unit-to-parent redeployment of generalists and specialists have distinct effects on unit closure, largely because of differences in post-redeployment unit performance. 6. title: csr decoupling within business groups and the risk of perceived greenwashing authors: joel bothello, ioannis ioannou, vlad-andrei porumb, yasemin zengin-karaibrahimoglu abstract: given the growing legitimacy of corporate social responsibility (csr), many firms engage in symbolic communication to showcase csr without undertaking commensurate substantive actions. this �csr decoupling� can create a risk of perceived greenwashing, which, in turn, may negatively affect a firm's performance. in this study, we explore an unexamined antecedent of decoupling: interfirm affiliation. specifically, we use the structure of business groups (bgs) to investigate csr decoupling across rather than within firms. we find that apex firms within a group are more likely to engage in csr decoupling compared with non-apex firms and, importantly, are partially shielded from greenwashing perceptions by the market. our research contributes to the literatures on decoupling, perceived greenwashing, and the role of bgs and their csr practices. 7. title: the half-life of political capital: an examination of the temporal effects of board political connections authors: ashton hawk, debtanu lahiri, gon�alo pacheco-de-almeida abstract: does corporate political activity (cpa) help sustain performance? prior literature did not address this question, only whether cpa increases profits�with mixed results over short timescales. we theorize about how political capital affects the regression-to-the-mean of profits through firm and industry persistence mechanisms. using data on over 6000 firms from 14 democratic countries, we estimate time-varying, firm-specific performance persistence coefficients with random-coefficient models�and profit volatility measures. triangulating identification methods suggests that the half-life of political capital is shorter than expected, also compared with other strategy interventions. political connections are marginally effective at sustaining performance and reducing volatility, delaying profit convergence by only 0.180 years and with no effect beyond 7 years. preliminary evidence shows that legislative constraints further curb these modest benefits of cpa. 8. title: the octopus that shrank: a historical analysis of how multinationals address policy and contractual uncertainty in a global value chain authors: marcelo bucheli, luciano ciravegna, luis felipe s�enz abstract: we analyze how the evolution of the broad institutional environment influences the vertical integration strategy of a multinational corporation (mnc) leading a global value chain (gvc). we develop a history-to-theory study based on the evolution of the banana gvc between 1899 and 1991. we argue that when a mnc's bargaining power vis-�-vis the host government is strong, it will choose a governance structure that addresses contractual uncertainty. when the mnc's bargaining power declines because of changes in the institutional environment, it will prioritize 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