Richard J. Gentry

Why Outsiders on Boards Can't Solve the Corporate Governance Problem

I n two recent trials involving organized crime, it was alleged in one case that

Long‐Term Orientation in Publicly Traded Family Businesses: Evidence of a Dominant Logic

50 million was obtained illegally and in the other that

Perspective-taking as an organizational capability

12 million was stolen. These amounts are ‘‘chump change’’ compared to the sums alleged to be taken if the indictment of Tyco International executives Dennis Kozlowski and Mark Swartz holds up in court. A New York grand jury charged them with a racketeering scheme involving stock fraud, unauthorized bonuses, and falsified expense accounts to extract

Who Do Start‐Up Firms Imitate? A Study of New Market Entries in the Clec Industry

600 million that, among other things, was used for apartments in New York City, homes in Florida, jewelry, and a birthday party for Kozlowski’s wife that was held in Sardinia. The Manhattan district attorney contended that

An Integrated Agency-Resource Dependence View of the Influence of Directors' Human and Relational Capital on Firms' R&D Spending

Drawing from the behavioral theory of the firm, we examine the role of a long–term orientation in decision making at publicly traded, family–influenced firms (FIFs). We advance a view of the family as part of a firms dominant coalition and the resulting effects of a family–influenced coalition on the FIFs decision making. Using a sample of publicly traded firms, our findings indicate that FIFs’ decision making reflects a focus on a long–term orientation, manifested in the greater accumulation of slack resources, less strategic risk taking, and lower bankruptcy risk than non–FIF firms.

The impacts of performance relative to analyst forecasts and analyst coverage on firm R&D intensity

This article proposes perspective-taking as an organizational capability to facilitate the knowledge integration that is widely posited as crucial to organizational learning and innovation. Building on psychological research at the individual level, the article examines how perspective-taking might be scaled to an organizational capability that can vary in strength and character. The article discusses how individual-level antecedents can be shaped to produce perspective-taking at the organizational level, and shows how perspective-taking capability might be a useful concept for strategic management by examining how it adds to absorptive capacity and ambidexterity research.

The Relationship between Accounting and Market Measures of Firm Financial Performance: How Strong Is It?

Institutional theory contends firms imitate other firms with ideal traits, whereas the strategic groups literature on imitation suggests firms imitate similar firms. We address this debate by studying 1,067 market entries by founder‐managed start‐ups in the U.S. Competitive Local Exchange Carrier industry from 1996 to 2004. In support of the strategic groups literature, start‐ups imitate entry decisions of and gravitate toward markets that are densely populated by other start‐ups. Though start‐ups avoid markets already densely populated by corporate ventures, they imitate the market entries of corporate ventures. Our discussion of these and other findings provide insights for start‐ups navigating new industries.