I have created a number blogs to publish useful information. One is a Teaching Blog dedicated to providing past, present and future students useful information. I have also created a blog for the Courses I am teaching.
My Research Blog is dedicated to disseminating useful information to other researchers and scholars.
There is also a blog that has collected all of Charles Tilly’s Writings on Methodology.
Below you find every entry across all my Blogs.
Let me invite you to travel in your mind to the year 2030. Imagine that you are one of the Senior Editors of MOR and have been asked by the Editor-in-Chief to write a short retrospective on the previous 15 years. Delighted to take on this task, you compose an editorial along these lines:
Dear MOR readers and contributors:
Thomson Reuters has just released its journal impact factor ranking for 2029. For the past five years, we have ranked in the top 15 out of 220 management journals, and last year, for the first time, we ranked fifth. This is a large improvement from 15 years ago, when we ranked at no. 33 out of 192 management journals. Even more positively, a recent poll by the Academy of Management, whose non-US membership has now exceeded 80% from a little over 50% in 2015, revealed that MOR has been found to be one of the top five journals that Academy of Management (AOM) members consistently read. In the qualitative section of the AOM survey, respondents offered comments such as:
‘If you want to get a deep understanding of key management problems that transforming economies face, then MOR is by far your best source’.
‘I was never much interested in Africa, but after reading the article in MOR that documented a genuinely new organizational form in Kenya, I was inspired to partner with a scholar at University of Nairobi to develop potentially new theoretical insights by comparing alliance governance practices in Kenya and in Brazil’.
‘Many of the top management scholars first try to get their work published in MOR. The journal has developed a reputation for publishing the freshest ideas. I think this is in large part because in MOR management scholars have more consistently partnered with scholars from non-obvious fields, such as urban planning, public policy, public administration, cultural anthropology, environmental engineering, and development studies, which proved particularly useful to understand Chinese management challenges’.
‘I follow MOR closely since there is always a good chance that I will come across an article that later turns out to be real blockbuster. This allows me to build on these creative articles before everyone else does’.
These statements are compelling evidence that MOR has developed a strong reputation beyond the narrow Thomson Reuters impact factor score, which fluctuates more from year to year at MOR than at other journals because of MOR’s long-standing strategy of cultivating blockbuster papers, rather than a continual series of incremental papers.
It would be foolish for us to think that MOR’s success is simply due to having recruited more brilliant editors than those at other journals. Clearly, elements of luck are involved in why MOR has become so influential that have little to do with the skills of past editorial teams. MOR benefited greatly from the general trend in which the countries regarded as transforming economies in 2015 (e.g., China, Indonesia, India, Pakistan, Bangladesh, the Philippines, Brazil, Nigeria, Ethiopia, Egypt) increased their share of the world economy much more rapidly than was predicted that year.
But we can also credit explicit strategies for MOR’s success: first, Arie Lewin’s (2014) push to broaden MOR from a China-focused journal to one focused on all transforming economies; second, a systematic push to motivate authors to write and submit papers that had the potential to push scholarship in a new direction; third, the development of an ethos that motivated editors and reviewers to go the extra mile to nurture creative papers even before they were submitted to the journal.
Looking to the future, our greatest challenge will be maintaining these strategies and not losing our cool when the impact factor drops for a year or two before another set of blockbuster papers raises it again. Today, let us celebrate what MOR has achieved over the past 15 years. Thanks are due to all the authors and editors who made this possible.
Now let us return to the here and now and discuss more explicitly some of the strategies that we have already put in place to increase the chances that MOR will become the home of blockbuster papers. Building on the themes of this imaginary 2030 editorial, I now want to articulate additional strategies that we should implement to attract more blockbuster papers.
Amazon gained a lot more value then the big brick and mortar retailers list. But would this still be the case if the value destruction at all the small retailers that Amazon put out of business were accounted for? Think of Cody’s bookstore in Berkeley.
The NYT Times has worked hard to cut costs and get people to pay for digital content. It has been more successful in this quest that many other newspapers around the world. But as more and more people read their news on smartphones, it faces challenges from digital-only news sources. Politico has published an insightful piece on the big transformation that still lies ahead for the NYT if it wants defend its position as leading news organization.
As far as I can tell, Thian is trying to move Credit Suisse in the right direction to make the firm more sustainable. But a large fraction of employees is in open revolt again him. Will be successful. The NYT reports: “When Tidjane Thiam took over at Credit Suisse last July, he laid out a new direction for a financial giant with a storied investment banking history: Do less investment banking. [...] One year in, Credit Suisse stock is down 50 percent. And the investment bank, the second largest in Switzerland after UBS, is in open revolt.” Read full story.
Australia’s most valuable brands. I would have not guessed them correctly.
I wanted to test with a computer simulation the explanations I offered in my book Knowledge and Competitive Advantage: The Coevolution of Firms, Technology and National Institutions for why German firms overtook their French and British competitors in the Synthetic Dye Industry from 1857-1913. So I partnered with Thomas Brenner who has created a simulation model that can replicate the key stylistic facts we know about firm and industry growth patterns. Our paper is now published online the Journal of Evolutionary Economics.
Conducting Simulation Experiments to Test Historical Explanations: The Development of the German Dye Industry 1857-1913
Abstract: In a simulation experiment, building on the abductive simulation approach of Brenner and Werker (2007), we test historical explanations for why German firms came to surpass British and France firms and to dominate the global synthetic dye industry for three decades before World War 1 while the U.S. never achieved large market share despite large home demand. Murmann and Homburg (2001) and Murmann (2003) argued that German firms came to dominate the global industry because of (1) the high initial number of chemists in Germany at the start of the industry in 1857, (2) the high responsiveness of the German university system and (3) the late (1877) introduction of a patent regime in Germany as well as the more narrow construction of this regime compared to Britain, France and the U.S. We test the validity of these three potential explanations with the help of simulation experiments. The experiments show that the 2nd explanation—the high responsiveness of the German university system— is the most compelling one because unlike the other two it is true for virtually all plausible historical settings.
Elon Musk gave an interview that makes it clear that the fundamental objective for Tesla is not profits.
Question: The German automakers just presented their responses to Tesla in Frankfurt at the international automobile show. What do you think of the Audi e-tron quattro and the Porsche Mission E?
Any action in the direction of electric mobility is good. Our goal at Tesla is for cars to transition to e-vehicles. That’s why we opened up all our patents for use by anybody.
And who has used them?
Maybe the companies you already mentioned. When I saw a diagram of Porsche’s Mission E, I thought: It looks exactly like our car. Which is fine. It’s more important to accelerate the advent of sustainable transport.
Richard Nelson explained why is worthwhile to revisit his book.
Over thirty years ago I wrote an extended essay, The Moon and the Ghetto, concerned with the troubling question of why societies so rich and capable technologically and organizationally as to be able to land a man on the moon seemed unable to deal effectively with e.g. poverty, illiteracy, slums. I argued that, while politics was part of the reason, in many cases the problem was that our scientific knowledge and technological know-how was not sufficient to point the way to a solution. The general problem of the great unevenness of human progress has not gone away. The questions explored in this seminar are, first, what lies behind the great unevenness of scientific and technological progress. And second, under what conditions does it make sense to seek a solution to a problem by trying to develop stronger know-how. Can progress be made by reorienting our innovation systems?
You can watch his lecture given at INGENIO in Spain on Youtube.
Arie Lewin, Martin Kenney and Johann Peter Murmann edited a new book on China’s Innovation Challenge: Overcoming the Middle-Income Trap.
New March 2016: Download Fronter Matter and Introductory Chapter
The book will also feature contributions from Justin Yifu Lin, Gordon Redding, Michael Witt, Keun Lee, Douglas Fuller, John Child, Simon Collison, Yves Doz, Keeley Wilson, Silvia Massini, Keren Caspin-Wagner, Eliza Chilimoniuk-Przezdziecka, Weidong Xia, Mary Ann Von Glinow, Yingxia Li, Zhi-Xue Zhang and Weiguo Zhong, Chi-Yue Chiu, Shyhnan Liou, and Letty Y-Y. Kwan, and Rosalie Tung.
Join discussion and get updates on the book by following its Facebook Page.
Jeff Dyer, Nathan Furr, and Curtis Lefrandt have put together a useful graphic on the relative uncertainty in different industries.
John Cassidy explains in the New Yorker:
Thanks to the sterling efforts of Sylvia Nasar, Ron Howard, and Russell Crowe, many people are aware that John Nash, the Princeton mathematician who was killed over the weekend in a car crash on the New Jersey Turnpike, lived a remarkable life. It included early academic stardom, decades of struggling with schizophrenia, and, in 1994, a shared Nobel Memorial Prize in Economic Sciences. But outside the field of economics, Nash’s contribution to game theory, for which he was awarded the Nobel, remains rather less well understood.
Although it is often used in economics, game theory can be applied to any venue where people, or other decision makers, interact strategically and follow rules-based behavior. The setting could be nuclear negotiations, such as the ones currently taking place between Iran and the great powers. It could be a product market, in which a number of firms compete for business. Or it could be a political campaign, in which various candidates try to outdo each other. The word “strategically” is important, because the various players, in choosing from a variety of possible moves, take account of one another’s actions, or likely actions. And the phrase “rules-based” means that the players are acting purposefully and seeking to maximize their own advantages, rather than behaving passively, or randomly.
The founders of Kickstarter wanted to ensure that their company does not stray from their fundamental objective of ““help bring creative projects to life.” Now they have reincorporated themselves as “public benefit company”. The NY Times reports:
As co-founders of Kickstarter, the popular online crowdfunding website that lets people raise money to help fund all manner of projects, including cooking gadgets and movies, Mr. Strickler and Mr. Chen could have tried to take their company public or sell it, earning millions of dollars for themselves and other shareholders.
Instead, they announced on Sunday that Kickstarter was reincorporating as a “public benefit corporation,” a legal change they said would ensure that money — or the promise of it — would not corrupt their company’s mission of enabling creative projects to be funded.
“We don’t ever want to sell or go public,” said Mr. Strickler, Kickstarter’s chief executive. “That would push the company to make choices that we don’t think are in the best interest of the company.
To date there are few research monographs that go beyond picking out striking cases of innovative companies. We clearly also need systematic analyses of China’s growing innovative capacity. For this reason, Xiaolan Fu’s book China’s Path to Innovation (Cambridge University Press, 2015) is a welcome addition to the literature. Fu is Professor of Technology and International Development at Oxford and has written about innovation in China for more than ten years. China’s Path to Innovation has 16 chapters (Table of Contents). The book provides an excellent overview of scholarly literature on the development of Chinese innovative capacities. It deserves to be in the library of anyone working on China’s innovative capacity. Read my full review on economic-evolution.net.
This article has appeared in the journal “Business History”, Volume 57, Issue 5, 2015.
Abstract: How can business historians and evolutionary economists deepen their conversations? The paper argues that in doing detailed studies of how individual firms develop capabilities over time is where the concerns of business historians who want to tell the history of individual firms and the concerns of evolutionary economists overlap. This is area where more extensive interactions would be most productive.
This paper is a commentary on two articles:
1. Constructing an ‘industry’: the case of industrial gases, 1886–2006 by Ray Stokes & Ralf Banken
2. The evolution of the pharmaceutical industry by Franco Malerba & Luigi Orsenigo
A lot of Chinese researchers simply want to imitate how top American journals in formulating theories without boundary conditions. This sounds like doing good science but more often its leads to superficial analyses that do not explain what is happening in China. I was asked to write a commentary on an article by Child and Marinova (2014) in Management and Organization Review and this gave me a chance to reflect more broadly on choosing the appropriate level of abstraction in social science Research. The article is now published.
Reflections on Choosing the Appropriate Level of Abstraction in Social Science Research. 关于在社会科学研究中选择适当的抽象水平的反思
Abstract: Although researchers often do it subconsciously, every explanation involves choosing a level of abstraction at which the argument proceeds. The dominant North American style of research in Organization Theory, Strategy, and International Business encourages researchers to frame their explanations at the highest level of abstraction where country-level contextual factors are suppressed or ignored. Yet to provide powerful explanations for recent developments in China, researchers are drawn to a greater level of context specificity. This tension is evident in the Child and Marinova (2014) paper. One way to reduce the tension is to identify general causal mechanisms that combine in different ways to produce different results depending on context. This research strategy is more effective than seeking invariant, general patterns of development across all times and places.
Keywords: choosing level of abstraction;philosophy of social science;research design;research on industries;research on firms 选择抽象的水平;社会科学的哲学;研究设计;行业研究;企业研究
My article with Salih Ozdemir and Deepak Sardana was just published in Research Policy.
Abstract: International new ventures (INVs) have been documented to exist all around the world, but the literature is silent on the frequency of such companies in different countries. We contend that the propensity of new ventures to internationalize by forming international partnerships is higher in small-domestic demand countries because they have a greater motivation given their limited local demand. After discussing the methodological challenges in testing this hypothesis, we do such a test by studying alliances in the health segment of the biotech industry in relatively small-domestic demand countries (Australia, Israel, and Taiwan) and by comparing the results with five large-domestic demand countries (UK, Germany, France, US, and Japan). We find that young firms in the countries with smaller domestic demand are at least 3 times more likely to enter into international partnerships than their counterparts in countries with larger domestic demand. We further demonstrate that this difference can primarily be explained by the difference in the size of domestic healthcare markets rather than other underlying opportunity structure related factors.
Keywords: International new ventures; Internationalization; Small vs. large demand countries; Young biotechnology firms; International partnerships; Business development partnerships
The economist reports on the trouble of Tesco as UK consumers shopping habits change and the German discounters Aldi and Lidl roll our their operational models in the UK.
By any measure the figures were eye-popping, worse even than most analysts had expected of the struggling company. Tesco made the largest pre-tax loss, of £6.4 billion ($9.6 billion), in British retail history, eight times as much as the previous record, set by Morrisons last year. This was also the sixth-largest loss in the country’s corporate history. Most of it (about £4.7 billion) was due to a fall in the property value of Tesco’s British stores. This was not merely an accounting matter, but a sign of how its out-of-town hypermarkets have fallen out of favour with consumers who shop online or use smaller convenience stores. Underlying profits were 68% down on the previous year, at £961m, and overall sales were down by 1.8%. The stock that Tesco keeps in its warehouses is worth £570m less than previously thought, and the pension scheme is £3.89 billion in deficit. And so on.
Full Story on Economist.com
Gerhardt Steidl was asked: Many people call you the “king of printing” and some artists will trust no one else with their books. In what way are Steidl’s books different than other books?
Most of the publishing houses in the world are owned by shareholder companies and their interest is to make profit. My publishing house is a private business. I founded it in 1968 and it is still owned by me. It is a family business. It is a Manufaktur and we don’t set any limits on cost. A Steidl book is always made in Germany, in Göttingen, in Düstere Straße 4 and there is a guy, Gerhard Steidl, who is hands on. So, believe it or not, I oversee every sheet that tumbles out of our press. This craftsmanship and this know-how we bring to every one of our babies, our books, makes a huge difference compared to the production processes of other companies.
Source: The Talks
CEO of Qantas highlights that some private investors explicitly do not focus on financial returns but on social impact. This is called impact investing.
Joyce writes on LinkedIn: It’s not a well-known term in Australia, perhaps because our economic prosperity makes it seem less relevant. But the impact investment market here is growing, targeting areas of social disadvantage that government funding alone can’t fix, from unemployment to homelessness. The point of difference is that an investment relationship requires much more sustained engagement between the investor and the business they’re supporting, compared with a one-off donation or grant.
Indigenous businesses have a particular interest in the potential for impact investment. The Forrest report found that Indigenous enterprises are 100 times more likely to employ Indigenous Australians than other businesses, so building the capacity of these enterprises is vital. Organisations like the CAPE Fund in Canada and Indigenous Business Australia show the way forward, and Qantas is playing a role through our Reconciliation Action Plan, partnerships with Career Trackers and Supply Nation, and backing for ventures such as the North Kimberley carbon offset project.
I gave a 50-min keynote lecture on what constitutes compelling case study. The video from the event at the Forum for Case-based and Qualitative Research in Business Administration may be useful for anyone who is attempting to publish case based studies in field of management.
The slides from the lecture are visible in the video and can also be downloaded here. Murmann Slides
Click on “more” for a written summary of lecture both in English and in Chinese.
I am doing a bit of research on history and prospects of nano technology. Since 2000 the US government has an a nano technology initiative to ensure that the country stays what people consider a radical new technology to create new materials and structures. The chips in our computers and smartphones are getting ever more powerful because engineers are able to use nano technology to pack ever more transistors onto a chip. In addition to providing useful short history of nanotechnology, Nano.gov gives an useful illustration just how small is “nano”?
I have seen a lot of bookshops go out of business, including the famous bookshop on Telegraph Avenue in Berkeley. From Adelaide comes a new business model for having a physical bookshop that moves to different locations in the city. A pop-up bookshop. The owners write:
Curating an ever-evolving, eclectic mix of old, new and collectible books (in itself somewhat out of step), we’ve popped up in various locations, in various styles, within Adelaide’s CBD. On the street, at boutique markets, in cafes, empty shopfronts, arcades. The idea being that by putting ourselves in plain view, we remind people that bookshops exist.
Well, that’s our story too. In November 2013, we pushed ourselves by leasing a space on Adelaide’s main retail strip, Rundle Mall. Next door to French Connection, across from Nespresso, sharing mall frontage with Apple and Nike. It was a make-or-break philosophy – and we received the most amazing reactions from the public who just couldn’t believe what they’d stumbled upon. It lasted four months and we were encouraged enough by that success to give Rundle Mall another go this year. We’re putting a bookshop on the main stage in a city where people constantly – interminably to us – decry the fact there are “no bookshops in Adelaide”.
But how can this work? Our bookshop is a business. Businesses survive by making money. Bookshops don’t make enough money to pay big rents. All these statements are true, more or less. All we have is a complete, unfaltering faith that what we’re doing is worthwhile and important and, because of this, we’ll be OK.
At the moment, we sell just enough books to pay our wealthy landlord, buy stock and cover our modest living expenses. It’s long hours, risky and stressful but we love it. We need to make money to survive but aren’t driven by money. In fact, the short answer to the “how can it work?” question is that we sacrifice money for lifestyle. We treat it as a seasonal occupation, working unsustainably hard for a short period of time then taking a break.
Full Story in the Guardian
Carol Dweck has spent her career studying how personality traits impact life outcomes. Here is it summarized into one chart.
You can see a larger image by clicking here: Full Size Image
The director of CIA has decided to that CIA needs a radical overhaul of its structure. The NY Times reports:
Drawing from disparate sources — from the Pentagon to corporate America — Mr. Brennan’s plan would partly abandon the agency’s current structure that keeps spies and analysts separate as they target specific regions or countries. Instead, C.I.A. officers will be assigned to 10 new mission centers focused on terrorism, weapons proliferation, the Middle East and other areas with responsibility for espionage operations, intelligence analysis and covert actions.
During a briefing with reporters on Wednesday, Mr. Brennan gave few specifics about how a new structure would make the C.I.A. better at spying in an era of continued terrorism, cyberspying and tumult across the Middle East. But he said the current structure of having undercover spies and analysts cloistered separately — with little interaction and answering to different bosses — was anachronistic given the myriad global issues the agency faces.
During his two years as C.I.A. director, Mr. Brennan has become known for working long days but also for being loath to delegate decisions to lower levels of C.I.A. bureaucracy. During the briefing on Wednesday, he showed flashes of frustration that, under the C.I.A.’s current structure, there is not one single person in charge of — and to hold accountable for — a number of pressing issues.
Source: NY Times