Rutgers Business School – Newark and New Brunswick
Department of Management and Global Business
Our Research Strengths and Instructional Programs in the Management of Technology,
Innovation, and Knowledge
(This report, prepared in Fall 2004, is out of date in some respects. Much work has been
done since 2004, and strong new faculty members have joined the department. But the
report’s general picture of the department’s interests and stature in technology
management remains valid.)
Rutgers Business School faculty have been engaged in the research and teaching of
technology management at Rutgers since the early 1980’s, and for several faculty members, well
before then while at other universities. Professor George Farris has directed the Technology
Management Research Center since its establishment in 1988. The center has supported faculty
members and PhD students who are engaged in technology related research by providing seed
money, summer stipends (for PhD students), travel expenses to conferences, and support for data
and equipment.
During the past 25 years, the understanding of “technology” – both in the field and in the
department – has broadened to include innovation and knowledge management. While some
may think of “technology” narrowly as equipment or machinery, these are only its outer
manifestations. “Technology” in fact is a complex system of engineering and scientific
knowledge (including know-that and know-how), techniques, procedures and processes,
arrangement of equipment, and networks of operating systems. Within an organization,
technology is understood as “what we know and can do.” Research on technology has therefore
always concerned knowledge and innovation, because technology is knowledge, and it is used to
create new products, services, and businesses. MGB faculty members have strong expertise in
all three areas of technology, knowledge, and innovation. This expertise differentiates us from
the MOT programs at Stevens, NJIT, and Lehigh, which are more engineering focused.
The study of technology at RBS began with more of a microscopic perspective, focusing on
the management of corporate R&D, motivating scientists and engineers, and creativity. But the
research quickly expanded to include process innovations, managing multi-functional teams for
innovation, how organizational structures and competitive contexts affect technology
development, alliances among firms to pool knowledge necessary to develop new technologies
and standards, and transforming established organizations to become more capable of
innovation. The International Business group at RBS extends this broader perspective on
technology to embrace the macroscopic question of how entire technological regimes emerge
and evolve over time, within and across regions around the globe.
In the Fall of 2004, the RBS Management and Global Business Department had a critical
mass of eight faculty who working directly on aspects of technology and knowledge innovation
and management. Professors F. Damanpour, D. Dougherty, G. Farris, and V. George focus their
research entirely in technology and innovation management, and professor N. DiTomaso
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concentrates on organizational change and transformation (along with diversity in the labor
force). Professor D. Levin concentrates on knowledge sharing and organizational learning, and
professors dt ogilvie and T. Kurtzberg are experts in creativity (along with organizational
complexity and the effects of information technology on work, respectively). This critical mass
is complemented by two strategy scholars who explore organizational adaptation (T. Cho) or
technological diffusion (P. Christmann), three organization behavior scholars who are experts in
the dynamics of individual and group interactions (C. Chen, Y. Chen, and P. Siegel), and three
IB scholars who examine the global development and exploitation of knowledge and technology
(J. Cantwell, F. Contractor, and W. Newburry – see section 5 D, which lists research by C. Chen,
Y Chen, and P. Christmann along with the IB research). MGB faculty members participate
actively with the Supply Chain Management, Entrepreneurial, and Pharmaceutical Management
Programs as well.
All seven of the third and fourth year organization management PhD students are pursuing
dissertations in technology and innovation management, as are most of the IB dissertation stage
PhD students. Indeed, 15 of the 21 PhD dissertations produced by MGB students majoring in
organization management from 1999 through 2004 were about technology, innovation, alliances,
entrepreneurship, and/or knowledge management (see list of dissertations since 1999 in
organization management concentration which follows the list of publications by faculty).
The international prominence of MGB faculty in technology and innovation management is
indicated by offices and editorships, the high rankings for our research, and the strong impact we
have on the field (based on high rates of citation and numerous editorial board memberships).
Regarding offices, Professor G. Farris was named a Fellow of the AAAS (American Association
for the Advancement of Science) in 2003, “for seminal contributions to the understanding of
organizations and personnel practices in the furtherance of technological innovation and the
management of technology.” As well, G. Farris and D. Dougherty have both been elected to the
five-year term for Chair of the division of Technology and Innovation Management at the
Academy of Management (Farris in 1995-2000; Dougherty in 1997-2002). G. Farris is now
editor in chief of IEEE Transactions on Engineering Management, a leading journal in
technology management, and D. Dougherty is now a senior editor at Organization Science,
which publishes work on technology and innovation management.
Second, a study just published in the Journal of Product Innovation Management (Linton, J.
(2004) Perspective: Ranking Business Schools on the Management of Technology, 21, 416-430)
ranks the management of technology research at Rutgers Business School as third in the nation
in total citations counts behind MIT and Stanford (two very well endowed private universities).
We are ranked second in total productivity (tied with Georgia Tech), and first on all four MOT
research activity measures (based on page counts). A study of publications in management more
generally, published in AMJ in 1998, ranks the Organization Management department at 23, and
the IB department at 8. While interpolation is difficult, it is reasonable to conclude that the
combined ranking for the current MGB department would be in the top 20. As well, this study
was carried out before D. Dougherty joined the department, and during that time she was on the
list of the 100 most prolific researchers in management, and published several articles in the
particular journals used to rank departments.
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Third, impact on the field reflects prominence as well. Citation counts indicate impact on the
foundations of the field, and the work of four of the faculty mentioned in this report has been
cited more than 600 times. Editorial board memberships indicate impact on the current and
future development of the field. Five MGB faculty have served on thirteen editorial boards since
1999: Academy of Management Review, Gender, Work, and Organizations, Group and
Organization Management, IEEE Transactions on Management, Journal of Engineering and
Technology Management (two different faculty), Journal of Business Venturing, Journal of
Management Studies, Journal of Product Innovation Management, Leadership Quarterly,
Organization Science, Organization and Environment, Organization Studies, and Strategic
Organization. The faculty whose work is detailed in section 4 D of this report, International
Business, serve on seventeen editorial boards. All this editorial board activity reflects
considerable service to the larger community of science of course, but it also reflects the fact that
MGB faculty are actively shaping and guiding current research in technology, innovation, and
knowledge management.
Teaching:
Members of the department offer electives in technology and innovation management and
organizational transformation at the undergraduate, MBA, and PhD levels. As an indication of
the breadth and depth of our expertise, a variety of our faculty members teach each of these
courses. The department had an MBA concentration in technology management until 2002,
when that concentration was merged with courses in management and strategy to form a more
general concentration in management and business strategy. This change does not reflect
reduced importance for technology and innovation, but rather reflects our understanding that
strategic management centers on technology and innovation.
Research Clusters:
The department’s research on technology, knowledge, and innovation management can be
grouped into three core clusters, each of which has its own integrity as a field of study, yet each
is also interdependent with the others since one cannot exist without the other. These clusters
are: 1) managing the technology and knowledge-based organization, 2) developing and
leveraging cooperative relationships for TIM, and 3) understanding the creation and evolution of
technology and knowledge. Each cluster is outlined below in narrative form. The published
research from 1999 to present is listed by title in the pages after this narrative, and then
summarized by count in the two tables that follow.
Managing the technology and knowledge-based organization: This topic is now among
the most prominent in general management research and practice, because value creation
depends increasingly on knowledge, not only on physical assets or capital. Technology
researchers in the MGB department have always studied the management of knowledge and
innovation, so they possess considerable expertise in this topic. At the individual and work
group level, G. Farris examines the supervision, motivation, leadership, and performance of
scientists and engineers. Working with MGB students and colleagues (N. DiTomaso), he also
studies how diversity, careers, reward systems, and other demographics affect the performance
of technical professionals. T. Kurtzberg studies team and individual creativity, and how
electronic technology affects group work and negotiations. dt ogilvie explores creativity as well,
focusing on enabling creativity among strategic managers and fostering a culture of creativity as
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a strategic asset. D. Levin examines the correlates of organizational learning and knowledge
development, and how social networks enable these activities.
Moving to the organizational level, D. Dougherty studies (with MGB PhD students) the
organizational factors that enable or inhibit new product development, the ability to comprehend
new markets and opportunities, transforming 20th century bureaucratic organizations to
innovative ones, and ongoing knowledge development for innovation. F. Damanpour explores
the adoption and diffusion of innovation, organizational structures and attributes that foster
innovation, and the effects of competitive conditions on innovation and performance, often with
MGB co-authors and PhD students. F. Damanpour also studies process innovation and
administrative innovation, thus providing a more rounded picture of the various kinds of
innovation organizations must carry out. In addition to extensive work on managing technical
professionals in collaboration with G. Farris, C. Chen and MGB PhD students, N. Ditomaso has
written on organizational change and transformation.
Together, all this work represents deep expertise regarding how to develop and implement
new technology, how to manage scientists and knowledge workers, and the core processes of
knowing and learning that underpin creativity and innovation. As well, the MGB faculty is
uniquely expert in defining the innovative organization, and in transforming work organizations
to be more adaptive and viable in the 21st century. Part of the challenge of managing and
organizing for technology and innovation concerns the distributed nature of knowledge and
expertise, which leads to the next research cluster.
Cooperative Relations: No one organization, no matter how large, can possess all the
knowledge that is necessary to create, develop, and deploy technology in new products,
processes, and businesses. Organizations also must cooperate with other firms, universities,
governmental agencies, and professional associations to co-create and exploit knowledge.
Pfizer, for example, has 450 alliances. How to establish, manage, maintain, and evaluate these
cooperative relationships are fundamental questions in the study of technology and innovation –
especially since these relationships are very costly and very difficult to manage. MGB scholars
examine alliances, joint ventures, partnerships, networks, firm-university connections, and multinational structures through which firms create and/or tap into expertise around the world.
Working with former PhD student G. Slowinski, G. Farris has published articles in strategic
partnering. The Technology Center also held a series of conferences on best practices and
pitfalls of alliance management. Professor V. George and G. Farris have examined the formative
stages of alliances and detailed different predictors of success. V. George examines the
industrial and regional factors in alliance management, and finds that alliances are most
important in R&D intensive industries, yet work most effectively in exploiting previously
developed technology. He also finds that biotech firms perform better if they participate in both
regional and industry networks. Professors V. George and D. Levin are experts in the theory and
methodology of network analysis, which is used to uncover the structures and processes of
cooperative relations.
MGB faculty members are exploring several additional streams of cooperative relations
research, in order to learn more about specific social dynamics and mechanisms. V. George, C.
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Chen with former doctoral student P. Saparito, and D. Levin have published papers on the
dynamics of trust in alliances. D. Levin, for example, has found that different kinds of trust
matter for different kinds of knowledge exchange, and has developed ways that managers can
create “trust builders.” D. Dougherty has supported four PhD students with summer grant
money to explore the qualitative differences of the networks for knowledge creation or
exploitation based on the degrees of knowledge ambiguity other structures in an industry. P.
Christmann and W. Newburry also study the social dynamics of cooperative relationships within
multi-nationals, and how these multi-nationals develop and diffuse new technologies (e.g., for
environmental protection), or exploit capabilities.
Finally, MGB IB scholars have developed considerable insight into how managers can
evaluate joint venture possibilities (F. Contractor), governance structures for joint ventures, and
the internationalization of R&D activities, as firms seek to tap into diverse expertise around the
globe, not merely to capture new markets (J. Cantwell). Internationally dispersed innovation in
the multinational corporation is supported by the localized external networks of competencecreating subsidiaries, which are the means by which the multi-national corporation accesses
specialized expertise in their immediate regional vicinity. These relations include linkages with
universities and public research institutes, other non-firm actors, and local companies. This work
is supported by research into cross-cultural management and “guanxi” (networking) practices in
China by C. Chen and Y. Chen. In addition to all the dissertations on alliances and knowledge
transfer in the table following the list of recent faculty publications, two fourth year OM doctoral
students are studying technology sourcing transfer from outside the corporation, and at least one
of the four third year OM students will also study knowledge development and flows in alliances
(as are many of the IB students listed in Section 4 D).
The department’s expertise in cooperative relationships enables faculty members to add real
value to the Supply Chain Management program, as well as to the third cluster of research with
our department, the creation and evolution of technology.
Creation and evolution of technology and knowledge: This cluster centers on IB faculty
who study the historical accumulation of capabilities within nations and regions over time (see
section D of this study), but is significantly enhanced by other MGB faculty. Professor Cantwell
argues that technology is rooted strongly in history and accumulated skill and expertise in a
country. However, he also says that the organization is the locus of this accumulation, so the
restructuring or organizational processes, organizational form, and technological complexity of
interdependent systems all play a central role in innovation. Professor Cantwell finds evidence
to support the idea that the identity of the large firm is described by the composition of its
technological competence and resources, which change much less rapidly than does its products
or markets. Thus the competence of the firm constitutes the basis for its systematic evolution, as
opposed to the periodic evolutionary transformations of product markets through a process of
creative destruction.
And this brings us full circle to the first research cluster, managing the technology and
knowledge-based organization. Professor Cantwell argues that new organizational forms for the
better management of technological complexity have co-evolved with the ability of firms to
renew their competence base and to develop the connections between a greater diversity of
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related technologies. The intersection of the IB group’s expertise in the globalization of
innovation capacity with the department’s other expertise in managing cooperative relationships
and the knowledge-based enterprise creates exciting possibilities for excellence in the creation
and evolution of knowledge, since different scholars in MGB bring different insights to this
larger problem. D. Dougherty is now researching the creation of knowledge at a lower level,
looking at industry clusters that have qualitatively different technology, industry structuring
(from regulations to institutional patterns), and customer expertise. F. Damanpour and N.
DiTomaso’s expertise in the evolution of innovation capacity within the firm suggests the
particular organizational dynamics that might enhance knowledge evolution. D. Levin, T.
Kurtzburg, and dt ogilvie’s expertise in the individual and group dynamics that enhance
knowledge development are all additional sources of vital insight.
Moving forward, the faculty plans to leverage their extensive expertise in the dynamics of
knowledge creation, recombination, and sharing during this next year in three important ways.
First, D. Dougherty has begun a series of informal brown bags that involve the PhD students and
faculty members interested in discussing their emerging plans for dissertations and research
projects in the areas of technology and innovation. Second, we plan to explore complementary
as well as conflicting insights regarding organizing for innovation in seminars to start next
semester – the plan is for each of the organization experts to articulate their particular
contributions briefly, and then for the group as a whole to develop some models that combines
this heretofore never connected expertise. The object of these activities is to hone the aspects of
organizing and management that may be most central for the 21st century, and then begin to
develop an NSF grant for research that will support the collective effort (including that of our
PhD students). dt ogilvie and D. Dougherty are taking the lead on developing a joint grant
proposal, to be finalized within the year. We also hope to initiate two other activities for pulling
our research together, but the exact sequencing and timing remains to be finalized. One activity
is to include representatives from local businesses in brown bags around research (to be defined
more clearly, but at present one plan concerns the exploration of knowledge development and
application in emerging science-based industries (e.g., bio-tech, pharmaceuticals,
nanotechnology) to clarify the differences within them, and with more established science-based
industries (e.g., chemicals, materials science). Another possible activity is an academic
conference on the research area we agree to develop jointly.
Three lists follow immediately below. The first details publications since 1999 by MGB
faculty who are not included in the section on IB (see that section for research by MGB
department members Cantwell, C. Chen, Y. Chen, Christmann, Contractor, and Newburry, along
with other faculty at RBS). Please note that faculty in the marketing, finance, MSIS and
accounting departments also study topics related to technology, innovation, and knowledge, and
are an important additional resource. However, their work is detailed in other sections of the
RBS narrative, and is not replicated here. Research grants are listed at the end of the
publications. The second lists the PhD dissertations since 1999 in the organization management
concentration of the department’s PhD program. The third lists the current work in progress and
research projects related to technology, innovation, and knowledge management currently
underway by the eight MGB faculty who are highlighted in this section.
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List I: MGB Technology, Innovation, and Knowledge Management
Publications and Grants 1999-2004
Edited Books
Nancy DiTomaso and Corinne Post (Eds.). 2004. Diversity in the Workforce. Vol. 14, Research
in the Sociology of Work, Kidlington, Oxon, UK: Elsevier. [two chapters in volume]: Corinne
Post and Nancy DiTomaso, “Workforce Diversity: Why, When and How.” Sheryl Skaggs and
Nancy DiTomaso, “Understanding the Effects of Workforce Diversity on Employment
Outcomes: A Multidisciplinary and Comprehensive Framework.
Refereed Journal Articles
Theresa Cho (3)
Shen, W. and Cho, T. S. “Exploring involuntary executive turnover through a managerial
discretion framework,” Academy of Management Review, forthcoming.
Hambrick, D. C., Cho, T. S., and Chen, M. J. 1996. “Top management team heterogeneity and
competitive behaviors of the firm," Administrative Science Quarterly, 41: 659-684.
Cho, T. S., Hambrick, D. C. and Chen, M. J. 1994. "The effects of top management
characteristics on competitive behaviors of firms," Academy of Management Best Papers
Proceedings.
Faribors Damanpour (9)
S. Gopalakrishnan & F. Damanpour, " The Impact of Organizational Context on Innovation
Adoption in Commercial Banks," IEEE Transaction on Engineering Management, Vol. 47, 2000,
14-25.
F. Damanpour & S. Gopalakrishnan, "The Dynamics of the Adoption of Product and Process
Innovations in Organizations," Journal of Management Studies, Vol. 38, 2001, 45-65.
R. Chaganti, F. Damanpour, & J. Mankelwicz, "CEOs' Power and Corporate Performance
Transitions," Competitive Intelligence Review, Vol. 12 (2), 2001, 47-60.
M. Schneider & F. Damanpour, “Determinants of Public Pension Plan Investment Return: A Test
of Fund Value Maximization and Public Choice Theory," Public Management Review, Vol. 3,
2001, 551-573.
M. Schneider & F. Damanpour, “Public Choice Economics and Public Pension Plan Funding: An
Empirical Test,” Administration & Society, Vol. 34, 2002, 57-86.
V. Pothukuchi, F. Damanpour, J. Choi, C. C. Chen, & S. H. Park, "National and Organizational
Culture Differences and International Joint Venture Performance," Journal of International
Business Studies, Vol. 33, 2002, 243-265.
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S. Gopalakrishnan, J. D. Wischnevsky, & F. Damanpour, "The Impact of the Internet on
Strategic and Organizational Change: The Case of Retail Banking," IEEE Transactions on
Engineering Management, Vol. 50, 2003, 413-426.
N. Kobeissi & F. Damanpour, "The Diffusion of a Socially Responsible Innovation: Grameen
Bank’s Credit Delivery System,” International Journal of Entrepreneurship and Innovation
Management, Vol. 3, 2003, 563-584.
N. Kobeissi & F. Damanpour, “From Poor to Entrepreneur: An Innovative Strategy to
Entrepreneurship and Small Business Development,” Journal of Enterprising Culture, Vol. 11,
2003: 399-405.
Nancy DiTomaso (5)
Chao C. Chen, Nancy DiTomaso, and George F. Farris. 1999. "Attitudes toward organizational
change: Effects of self interest, organizational values, favoritism, and ethnicity,” IEEE
Transactions in Engineering Management, 46(4): 399-406.
Nancy DiTomaso, 1999. “Making choices about nature.” Symposium on Manufacturing Nature:
Examining the New Age of Fusion Between Biological and Technological Systems.
Organization & Environment. Vol. 12 (4, December): 439-444.
D. Randall Smith, Nancy DiTomaso, George F. Farris, and Rene Cordero. 2001. “Favoritism,
bias and error in performance ratings of scientists and engineers: The effects of power, status,
and numbers,” Sex Roles, 45(September, 4/5): 337-358.
Nancy DiTomaso, Rochelle Parks-Yancy, and Corinne Post, 2003. “Structure, relationships, and
community responsibility.” Management Communication Quarterly, 17(1): 143-150.
Rene Cordero, George Farris, and Nancy DiTomaso. 2004. “Supervisors in R&D Laboratories:
Using Technical, People, and Administrative Skills Effectively.” IEEE Transactions in
Engineering Management. 51(1): 19-30.
Deborah Dougherty (5)
D. Dougherty, Leslie Borrelli, Kamal Munir, Alan O'Sullivan (2000) Systems of Organizational
Sensemaking for Sustained Product Innovation, Journal of Engineering and Technology
Management, 17:321-355;
D. Dougherty (2001) Re-Imagining the Differentiation and Integration of Work for Sustained
Product Innovation, Organization Science, 12, 5:612-631.
D. Dougherty (2004) Organizing Practice in Services to Capture Knowledge for Innovation,
Strategic Organization, 2:1,35-64.
D. Dougherty, C. H. Takacs (2004) Heedful Interrelating in Innovative Organizations: Team
Play as the Boundary for Work and Strategy, Long Range Planning, in press
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D. Dougherty, H. Barnard, and D. Dunne (2004) The Rules and Resources that Generate the
Dynamic Capability for Sustained product Innovation, with H. Barnard and D. Dunne,
Qualitative Organizational Research, in press
George Farris (8 some duplicates with co-authors)
Do Rewards Benefit the Organization? The Effect of Reward Types and the Perceptions of
Diverse R&D Professionals (with C. Chen and C. Ford). IEEE Transactions on Engineering
Management, 1999, 46:1, 47-55.
(with C. Chen and N. DiTomaso). Attitudes Toward Organizational Change: Effects of SelfInterest, Competitive Values, and Ethnicity, IEEE Transactions on Engineering Management,
1999, 46:4, 399-406.
Performance of Alliances: Formative stages in their life cycle and changing organizational and
environmental influences, (with V. George) R&D Management, 1999, 29:4, 379-389.
Knowledge Management in Research and Development, (with F. M. R Armbrecht, Jr., R. B.
Chapas, C. C. Chappelow, P. N. Friga, C. A. Hartz, M. E. McIlvaine, S. R. Postle, & G. E.
Whitwell) Research-Technology Management, 2001, 44:4, 28-48.
Favoritism, bias and error in performance ratings of scientists and engineers: the effects of
power, status and numbers,” (with D. R. Smith, N. DiTomaso & R. Cordero) Sex Roles, Vol. 45,
Nos. 5/6, September 2001, 337-358.
Leading your scientists and engineers 2002 (with R. Cordero). Research-Technology
Management, November-December 2002, 13-25.
Web-Enabled Innovation. (with C. A. Hart, K. Krishnamurthy, B. McIlvaine, S. R. Postle, R. R.
Taylor, and G. E. Whitwell). Research-Technology Management, November-December 2003,
24-35.
Supervisors in R&D Laboratories: Using Technical, People, and Administrative Skills ffectively
(with R. Cordero and N. DiTomaso) IEEE Transactions on Engineering Management, 51:1,
February, 2004, 19-30.
Varghese George (4)
Performance of Alliances: Formative Stages and Changing Organizational and
Environmental Influences. With George Farris. R&D Management, Volume 29,
Number 4, 1999.
From The Bottom Up? Technical Committee Activity and Alliance Formation. With
Lori Rosenkopf and Anca Metiu. Administrative Science Quarterly. December
2001.
Reach Out or Reach Within? Performance Implications of Alliances and Location in
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Biotechnology. With Akbar Zaheer. Forthcoming in Managerial and Decision
Economics, 2004.
Structure of Interfirm Alliance Networks: Understanding the Influence of Industry
Characteristics. International Journal of Technology Transfer and
Commercialization, Volume 3, Number 1, 2004.
Terri Kurtzberg (9)
Moore, D., Kurtzberg, T., Thompson, L., & Morris, M. (1999). Long and short routes to
success in electronically mediated negotiations: Group affiliations and good vibrations.
Organizational Behavior and Human Decision Processes, 77(1), 22-43.
Moore, D., Kurtzberg, T., Fox, C. & Bazerman, M. (1999). Positive illusions and biases
of prediction in mutual fund investment decisions. Organizational Behavior and Human
Decision Processes, 79, 95-114.
Darr, E. D., & Kurtzberg, T. R. (2000). Selecting knowledge transfer partners: An
investigation of strategic similarity and difference. Organizational Behavior and Human
Decision Processes, 82, 28-44.
Kurtzberg, T. R. & Medvec, V.H. (2000). Can we negotiate and still be friends? Social
relationships and negotiation success. Negotiation Journal, 15(4), 355-361.
Kurtzberg, R. L., Kurtzberg, T. R., & McGannon, M. (2000). Thinking through Shakespeare:
Creating a context for bringing Shakespeare to children. Middle School Journal, Sept., 5-12.
Kurtzberg, T. R. & Amabile, T. M. (2001). From Guilford to creative synergy: Opening
the black box of team level creativity. Creativity Research Journal, 13, 285-294.
Morris, M. W., Nadler, J., Kurtzberg, T. R., & Thompson, L. L. (2002). Schmooze or
lose: Social friction and lubrication in e-mail negotiations. Group Dynamics, 6, 89-100.
Naquin, C. E. and Kurtzberg, T. R. (2004) Human reactions to technological failure: How
accidents rooted in technology vs. human error influence judgments of accountability.
Organizational Behavior and Human Decision Processes, 93, 129-141.
Kurtzberg, T. R. Feeling creative, being creative: An empirical study of diversity and creativity
in teams. Manuscript provisionally accepted to the Creativity Research Journal, July, 2004.
Daniel Levin (5)
Hirsch, P. M. & Levin, D. Z. (1999). “Umbrella Advocates Versus Validity Police: A
Life-Cycle Model.” Organization Science, 10(2), 199-212.
Levin, D. Z. (2000) “Organizational Learning and the Transfer of Knowledge: An Investigation
of Quality Improvement.” Organization Science, 11(6), 630-647.
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Thouati, M. G., Radnor, M., & Levin, D. Z. (2001) “Corporate Growth Engines: Driving to
Sustainable Strategic Advantage.” International Journal of Manufacturing Technology and
Management, 3(1/2), 49-74.
Abrams, L. C., Cross, R., Lesser, E., & Levin, D. Z. (2003)“Nurturing Interpersonal Trust
in Knowledge-Sharing Networks.” Academy of Management Executive, 17(4), 64-77.
Levin, D. Z. & Cross, R. (in press).“The Strength of Weak Ties You Can Trust: The
Mediating Role of Trust in Effective Knowledge Transfer.” Management Science.
dt ogilvie (2)
Lucas, L.M., & ogilvie, d. Forthcoming. The Evolution of Organizations’ Search Strategies for
Knowledge. International Journal of Information Technology and Management.
Hough, J.R., & ogilvie, d. Forthcoming 2005. An Empirical Test of Cognitive Style and Strategic
Decision Outcomes. Journal of Management Studies, 42(2).
MGB Book Chapters (19) published 1999 – 2004 (alphabetical order: Cho, Damanpour,
DiTomaso, Dougherty, Farris. George, Kurtzberg, Levin, ogilvie)
Hambrick, D. C., Cho, T. S., and Chen, M. J. “Top management team heterogeneity and
competitive behaviors of the firm," forthcoming in Corporate Governance in the New Global
Economy, Keasey, K., Thompson, S. and Wright, M. (Ed.)
Hambrick, D.C., Finkelstein, S., Cho, T.S., and Jackson, E. M. “Isomorphism in reverse:
Institutional theory as an explanation for recent increases in intraindustry heterogenity and
managerial discretion,” Research in Organizational Behavior, forthcoming.
F. Damanpour & S. Gopalakrishnan, “Organizational Adaptation and Innovation: The Dynamics
of Adopting Innovation Types,” in K. Brockhoff, A. Chakrabarti, & J. Hauschildt (Eds.), The
Dynamics of Innovation: Strategic and Managerial Implications, Springer-Verlag, 1999, 57-80.
R. Chaganti, F. Damanpour, & J. Mankelwicz, "CEOs' Power Cycle and Corporate Performance
Cycles: An Examination of the Relationship between Changes in Power and Changes in
Performance," In S. Zahra (Ed.), Contemporary Issues in Strategic Management Research,
Information Age Publishing, 2003, forthcoming.
J. D. Wischnevsky & F. Damanpour, "Punctuated Equilibrium Model of Organizational
Transformation: Sources and Consequences in the Banking Industry." In R. Woodman & W.
Pasmore (Eds.), Research in Organizational Change and Development, Vol. 15, 2004,
forthcoming.
F. Damanpour & D. Aravind, “ Product and Process Innovations: A Review of Organizational
and Environmental Determinants,” In J. Hage & M. Meeus (Eds.), Innovation, Learning and
Macro Institutional Change, 2005, forthcoming.
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Nancy DiTomaso, "The loose coupling of jobs: The subcontracting of everyone?" 2001. Pp.
247-270 in Ivar Berg and Arne L. Kalleberg, Sourcebook on labor markets: Evolving structures
and processes. NY: Plenum Press.
Nancy DiTomaso, Rochelle Parks-Yancy, and Corinne Post. 2003. "White views of civil rights:
Color blindness and equal opportunity." Pp. 189-198 in Woody Doane & Eduardo Bonilla-Silva,
eds., Whiteout: The Continuing Significance of Racism. NY: Routledge.
D. Dougherty (1999) Organizational Capacities for Sustained Product Innovation, Advances In
Managerial Cognition Research, J. Porac and R. Garud, volume editors, Greenwich CT: JAI
Press vol. 6, pp. 79-114.
D. Dougherty (2002) Building Grounded Theory: Some Principles and Practices, Companion to
Organizations, Joel A. C. Baum, ed., Blackwell Publishers pp. 849-867.
D. Dougherty (2003) Organizing Practice-Based Knowledge For Innovation in Services,
Innovation Management in the Knowledge Economy, Ben Dankbaar, ed., Imperial College
Press, London (2003) pp. 267-288.
G. Farris, Patterns in High-Impact Innovation. Chapter in K. Brockhoff, A. Chakrabarti, & J.
Hauschildt (Eds.), Dynamics of Innovation Processes, Berlin: Springer- Verlag, 1999, 305-319.
G. Farris, The Marriage Advantage For Men In Science And Engineering Organizations (with C.
Post & R. Cordero), chapter in C. Post & N. DiTomaso (eds.) Workforce Diversity, 2004 (in
press).
V. George, Interpersonal and Interorganizational Trust in Alliances. With Akbar Zaheer and
Shawn Lofstrom. In Cooperative Strategies and Alliances: What We Know 15
Years Later. Editors: Farok J. Contractor and Peter Lorange. Elsevier Science.
2002.
Kurtzberg, T., Moore, D., Valley, K., & Bazerman, M. (1999). Agents in negotiations:
Toward testable propositions. In L. Susskind, R. Mnookin, & P. Foster, (Eds.),
Negotiating on behalf of others: Advice to lawyers, business executives, sports agents,
diplomats, politicians, and everybody else. Thousand Oaks, CA: Sage.
Milliken, F. J., Bartel, C. A., & Kurtzberg, T. R. (2001). Group diversity and creativity: A
dynamic perspective on the affective and cognitive processes that influence group performance.
In P. Paulus and B. Nijstad (Eds.), Group Creativity. Oxford University Press
Levin, D. Z., Cross, R., Abrams, L. C., & Lesser, E. L. (2003).
“Trust and Knowledge Sharing: A Critical Combination.” In Prusak, L. & Lesser, E. L. (Eds.),
Creating Value with Knowledge. Oxford: Oxford University Press.
12
Fabian, F. and ogilvie, d. Forthcoming 2004. Strategy as Art. In Floyd, S. Roos, J. Kellermanns,
F. and Jacobs, C. (Eds.). Innovating Strategy Process, part of the SMS Series (Editor M. Hitt).
Blackwell.
ogilvie, d., & Hauge, F. 1999. Decision Making Requirements for Future Organizational
Leaders: A Creative Action-Based Approach. Chapter 4. In James G. (Jerry) Hunt, George E.
Dodge, and Leonard Wong (Eds.) Out-of-the-box Leadership: Transforming the 21st Century
Army and Other Top-performing Organizations. Westport, CT: JAI Press: 63-89.
MGB Research Grants 1999 -2004:
G. Farris and V. George: Network Structure, Antecedents, and Performance of TechnologyBased Interfirm Cooperative Alliances. Center for Innovation Management Studies, 1995-99,
$40,594.
V. George: National Science Foundation.Principal Investigator and Project Director. Innovation
under Technological Confluence.
With Parry Norling of IRI/DuPont & Sandeep Bhatt of HP. 1997-2001. $303,372
N. DiTomaso: Russel Sage Foundation, Research Grant, $174,588, Jan 1 1999-Aug 31, 2001;
“The American Non-dilemma: The Social Reproduction of Racial Inequality Without Racism;
supplemental grant &42,358, Oct 1 2001- Oct 31 2002
Russell Sage Foundation visiting Scholar 2003-2004.
D. Dougherty: MINE (Management of Innovation in the New Economy) subcontractor to
SSHRCC grant, PI Roger Millar, Ecole Polytechnique, Montreal, Quebec, $67,000 from Jan
2002-Jan 2006; core researcher (one of four) for study of multiple “games of innovation,”
examining variance of value creation by industry sector and then strategic and organizational
contingencies for most effective management of innovation in that sector.
dt ogilvie: Coleman Scholarship, January 2001. $691.25; Coleman Grant, 2000. $1000. State
Farms Foundation Educational Grant. 2000. $500.PSE&G Grant. 1999. Knowledge Transfer
within Organizational Boundaries: A Collaborative Research Effort with PSE&G. With Leyland
Lucas. $20,000.
13
List II: All Dissertations by Organization Management PhD Students 1999-2004
OM Alumni since 1999
Graduation
First
Last name
Thesis title
date
name
1999/May
Wischnevsky J.Daniel Revolutionary and Nonrevolutionary Organizational
Transformation: Antecedents and Performance
Consequences
1999/October McGill
Joseph The Evolution of Interfirm Collaboration: Strategic
Groups and Alliance Formation
1999/October Schons
Edward A Model of Individual Influence in Group ProblemSolving an Interactive Process Analysis
1999/October Pothukuchi Vijay
The Influence of Cultural Differences on the
Performance of Cross-Cultural Joint Ventures
2000/May
Crick
Anne
A Preliminary Investigation into the Delivery of
Sustained Personalized Service: The Case of AllInclusive Entertainment Coordinators
2000/October Gallagher
Scott
Alliance Formation and Structure Across Industries:
An Examination of Industry Life Cycle Theory
2000/October Lechner
Anat
New Knowledge Creation Dynamics in
Multidisciplinary Teams: In Search of Innovation
Practices
2001/May
Choi
Jaepil
A Cross-Cultural Study of Procedural Justicce: The
Effects of Outcomes, Procedures, and cultural
Values on Procedural Justice Perceptions and
Employee Trust in Managers
2001/May
Grevesen
Chris
The Internationalization of Technological Activity
and R&D Performance in Multinational Enterprises
2001/May
Saparito
Patrick
Trust's Form and Role in an Inter-Organizational
Context: An Examination of Calculus-Based,
Knowledge-Based, and Identification-Based Trust
in Bank-Small Firm Relationships
2001/October Betts
Stephen An Exploration of Multiple Jobholding
(Moonlighting) and an Investigation into the
Relationship between Multiple Jobholding and
Work Related Commitent
2002/May
Lucas
Leyland Best Practices and Their Dissemination In The
Organization: An Assessment of Organizational
Practices Transfer and Integration
2002/October Stouder
Michael The Capital Structure Decision of Nascent
Entreprenuers
2003/January Kobeissi
Nada
Determinants and Effect of Banks' Community
Stakeholder Performance: A Study of Large U.S.
Commercial Banks
2003/May
Post
Corinne Allocating Favorable Work Contets in Industrial
R&D
2004/May
Parks-Yancy Rochelle The Effects of Social Capital Resources on the
Careers of Diverse Groups
2004/May
Hwang
Yong-Sik The Evolution of Alliance Formation: On
Organizational Life Cycle Framework
Supervisor
Damanpour,
Fariborz
Park, SeungHo
Hoffman, L.
Richard
Damanpour,
Fariborz
Hooijberg,
Robert
Park, Sam
DiTomaso,
Nancy
Chen, Chao
Damanpour,
F.
Chen, Chao
Somers, Mark
ogilvie, dt
Kirchoff, A. B.
Damanpour,
Fariborz
DiTomaso,
Nancy
DiTomaso,
Nancy
Park, S.
14
OM Alumni since 1999
Graduation
First
Last name
date
name
2004/May
Chen
Dong
2004/May
Stryker
2004/October Studdard
2004/October McCrea
2004/October Scillitoe
2004/October Newbert
Thesis title
Governing For Success: An Examination of
Different Types of Parent Control in International
Joint Ventures
James
Open Versus Closed Offices: The Effect of the
Design of the Physical Workplae Environment on
the Fae-To-Face Communication in R&D Project
Teams
Nareatha The Enrepreneurial Ventures Social Interaction
with the Business Incubator Management and the
Relationship's Impact on Firm Performance
Elizabeth Aligning Product Development and Business
Strategy
Joanne Technological Learning of New Technology-Based
Ventures in the Context of University-Linked
Technology Incubators
Scott
Creating Value Through Entrepreneurship: A
Reconceptualization, Theoretical Extension, and
Conceptual Level Empirical Investigation of the
Resource-Based View of the Firm
Supervisor
Park, S.
Farris,
George
Chakrabarti,
Alok
DiTomaso, N.
Chakrabarti,
A.
Kirchhoff, B.
List III: MGB 2004 Work in Progress Related to Technology, Innovation, and Knowledge
Theresa Cho is working on a variety of studies that examine the role of the top management
team in organizational adaptation and transformation, and the factors that predict or condition
more versus less effectiveness. She is also exploring dynamic competitive analysis and how
uncertainty affects technology adoption.
 Cho, T. S. and Hambrick, D. “Attention patterns as mediators between top management
team characteristics and strategic change: The case of airline deregulation,” under second
review at Organization Science.
 Cho, T. S. “Executive turnover and the shifts in managerial attention following an
environmental change,” under review at Journal of Management.
 Cho, T. S. “Pay dispersion within top management groups: The role of managerial
turnover,” under review at Journal of Management Studies.
 Cho, T. S. and Shen, W. “Exploring the linkage between environmental shift and
changes in executive compensation: The role of executive turnover,” under review at
Strategic Management Journal.
 Cho, T. S. and Chen, M.-J. “Dynamic competitive analysis: Role of market accessibility
and resource attainability.” To be submitted to Academy of Management Review.
 Cho, T. S. “Cognitive adaptation to an environmental shift in a top management group:
The effects of CEO origin.” To be submitted to Strategic Management Journal.
 “The effects of managerial discretion on involuntary executive turnover: An empirical
test,” (with W. Shen)
15
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“The moderating role of environmental uncertainty in adoption and implementation of
new technology: The case of Chinese firms, “ (with J. H. Pae)
Fariborz Damanpour and a number of MGB recent graduates are developing studies for
publication that distinguish innovation adoption from creation, internationalization of R&D,
organizational transformation, and the effects of organizational characteristics on innovation. As
well, new studies examine radical versus incremental innovation, public sector adoption of
innovation, and conceptual refinements.
 F. Damanpour, “Research on Organizational Innovation: Distinguishing InnovationGenerating from Innovation-Adopting Organizations,” under review at Journal of
Management Studies.
 C. Grevesen & F. Damanpour, “Assessing R&D internationalization: A survey of chief
technology officers and overseas site directors,” under review at R&D Management.
 C. Grevesen & F. Damanpour, “The Internationalization of R&D and Innovative
Performance in Multinational Enterprises,” under review at International Journal of
Technology Management.
 J. D. Wischnevsky & F. Damanpour, "Organizational Transformation and Performance:
An Examination of Three Perspectives," under review at Journal of Managerial Issue.
 F. Damanpour & M. Schneider, “Initiation, Adoption, and Implementation of Innovation:
Effects of Context, Organization, and Leaders,” under review at Organization Studies.
 N. Kobeissi & F. Damanpour, “Determinants of Community Stakeholder Performance: A
Study of Large U.S. Commercial Banks.”
 “Predictors of Radical and Incremental Administrative Change,” data analysis stage.
 “The Adoption of Innovation within the Public Sector,” data analysis stage.
 F. Damanpour, “Conceptions of Innovation in Organizations.”
Nancy DiTomaso has developed extensive, in-depth field research on racism in America, and is
now preparing a scholarly book entitled: The American Non-Dilemma: The Social Reproduction
of Racial Inequality Without Racism. In addition, working papers include:
 N. DiTomaso 2004, “Managing in the 21st Century Corporation
 C. Post, N. DiTomaso, S. Lowe, G. Farris, and R. Cordero, 2004 “Competence or
Cooperation: Wherein Lies the Female Advantage”?
Deborah Dougherty is currently part of a large, international study of multiple “games” of
innovation based on industry sector to discern different value creation processes for innovation
in different sectors, and then match games with strategies and organizational systems. The study
involves several hundred qualitative interviews that Dougherty with several PhD students are
now examining and developing grounded theory from, along with a the development of a
questionnaire (now in pilot phase) to be sent to 1,000 managers. Part of the questionnaire will
test and elaborate Dougherty’s model of organizing for innovation. She is also working with
Product Development Management Association (PDMA) colleagues on recent survey of
managing innovation in 400 organizations, which clarifies the factors most associated with
significantly improved innovation performance (Dougherty’s organizational factors are most
central among these). A number of papers are in the emerging stages from all these data, which
should generate a significant stream over the next few years. Current working papers include:
 D. Dougherty Technology Flows in Practice: Managing the Human Side of
16
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

Organizational Technology, with Kamal Munir and Mohan Subramaniam
D. Dougherty, Creativity and Innovation, anticipated forthcoming in Handbook of
Organizational Creativity, Cameron Ford, ed., Lawrence Erlbaum Associates, Mahwah,
NJ
D. Dougherty, Organizing for Innovation in the 21st Century (new literature review, for a
re-issue of Handbook of Organization Studies for 2006; edited by Clegg, Hardy and
Nord)
D. Dougherty Managing the Unmanagable Aspects of Innovation, being prepared as a
chapter in a new handbook on Technology and Innovation Management, S. Shane, editor
H. Barnard, D. Dunne and D. Dougherty (2004) The Unwritten Rules That Help or
Hinder Innovation
Terri Kurtzberg is exploring the effects of electronic communication and interaction on work,
performance, and work practices such as negotiations and performance feedback.
 Kurtzberg, T. R., Dunn-Jensen, L., & Matsibekker, C. Multi-Party ENegotiations: Agents, Alliances, and Negotiation Success. Manuscript submitted
to the International Journal of Conflict Management, September, 2004.
 Kurtzberg, T. R., Belkin, L., and Naquin, C. E. The effect of e-mail on attitudes
towards performance feedback. Manuscript submitted to the Journal of Applied
Psychology, September, 2004.
 Naquin, C. E., Kurtzberg, T. R., and Belkin, L. The effect of online interaction
upon ethical behavior between group members. Manuscript submitted to ASQ
June, 2004.
 Kurtzberg, T. R., Naquin, C. E., and Belkin, L. Electronic Performance
Appraisals:
 The effects of E-mail on performance evaluation of peers. Manuscript in final
preparation for submission to the Academy of Management Journal, October,
2004.
 Levin, D. Z., Kurtzberg, T. R., and Phillips, K. W. Emotional contagion and
knowledge sharing: An exploration of sender and receiver moods in the
knowledge transfer process. Manuscript preparation in progress.
Varghese George continues to examine the effects of geographical location and
technological intensity on alliances and their performance:
 Geographical Signatures: Proximities and Firm Performance. With Akbar Zaheer,
Working Paper, 2004.
 Technological Intensity and Alliance Formation: Curvilinear Impact of R&D and
Manufacturing on Interfirm Cooperation, Working Paper, 2004.
 Single Firm and Many Clusters: Extra-Local Linkages for Faster Innovation and Closer
Markets, With Ayesha Malhotra In process.
 Geographical Context of Supply Chains: Calibrating the Effects of Physical Distanceon
Knowledge-Intensive Linkages In process.
Daniel Levin continues his research into the dynamics of social networks and networking,
technology development and mapping routines and how they can be developed, and various
aspects of organizational learning.
17
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





Levin, D. Z., Whitener, E. M., & Cross, R. (under second review) “Perceived
Trustworthiness of Knowledge Sources: The Moderating Impact of Relationship Length”
Journal of Applied Psychology.
Levin, D. Z. & Barnard, H. (revise and resubmit) “(Re)creating Knowledge: How Firms
Use Imitation to Introduce New Organizational Routines” Organization Science.
Levin, D. Z. & Barnard, H. “Technology Management Routines That Matter to
Technology Managers”
Levin, D. Z. & Zajac, E. J. (working paper) “Institutionalism, Learning, and Patterns of
Selective Decoupling: The Case of Total Quality Management”
Levin, D. Z., Kurtzberg, T., & Phillips, K. W. (write-up phase) “The Role of Emotions
and Mood in Knowledge Transfer and Learning”
Appleyard, M. M., Levin, D. Z., & Cross, R. (pilot-testing phase) “Predictors and
Outcomes of Network Structure Versus Knowledge Content and Relationship
Characteristics in a Knowledge-Seeking Network.”
Levin, D. Z. & Sacks, M. A. (data collection phase) “Do People Reciprocate Out of Duty,
Love, or Fear? Evidence from a Longitudinal Network Study.”
Levin, D. Z. & Kurtzberg, T. (planning phase) “The Way You Make Me Feel: The Effect
of Other-Induced Emotions on Knowledge Seeking, Trust, and Performance.”
dt ogilvie is extending her research on strategic leadership and creativity and organizational
complexity; working with former student L. Lucas she is also developing new understandings of
knowledge transfer. Working papers include:
 Lucas, L.M., & ogilvie, d. Things Are Not Always What They Seem: How Reputations,
Culture, and Incentives Influence Knowledge Transfer. Under review Journal of
Knowledge Management.
 Rasheed, H.S. & ogilvie, d. The Strategic Visioning Process: Facilitating Innovation to
Bridge the Gaps of Technological Discontinuity. Manuscript in progress.
 Rasheed, H. & ogilvie, d. Predicting Patterns of Entrepreneurial Opportunity Discovery:
The Impact of Decision Support Systems using Bisociation. Manuscript in progress.
 ogilvie, d. & McDaniel, R.R. Organizational Creativity and Complexity: Balancing on
the Edge of Chaos. Manuscript in progress.
 Lucas, L.M. & ogilvie, d. The Impact of Trust and Reputation on Knowledge Transfer.
Manuscript in progress.
 Lucas, L.M. & ogilvie, d. The Impact of Reputation on IPO Performance. Data collection
phase.
 Lucas, L.M., and ogilvie, d. Organizational Learning And Search: Combining Economic
Rationality And Institutional Limitations. Manuscript in progress.
 Lucas, L.M., & ogilvie, d. Inter-Unit Knowledge Transfer in a Multinational
Corporation. Manuscript in progress,
 Lucas, L.M., & ogilvie, d. Organizations, Strategies, and Organizational Knowledge
Structures. Manuscript in progress,
18