Now that the world is dealing with the Coronavirus turning from an epidemic to a pandemic, it may be time to talk about something we learnt from the Ebola virus. This is a lesson from research by April Wright, Alan Meyer, Trish Reay,and Jonathan Staggs published in Administrative Science Quarterly, and it concerns the social distancing that many places in the world now practice to mitigate the effects of this disease.

We understand that social distancing is inconvenient. In Singapore, which currently has a mild form of it because the Coronavirus is controlled well here, temperature checks when going into certain buildings are inconvenient, we eat at restaurants less often than we would like, and a shopping center (such as the one housing my gym) is a place to think twice about entering. Other places are much worse off, with people quarantined to their dwellings except for emergencies, and all community meeting places and arrangements canceled.

What this research points out is that places of social inclusion are essential to society. Places of inclusion are where people gather to have their needs provided by society, from private actors, government actors, or voluntary associations. They include the sports stadium of the local team, the unemployment office, the church, and the soup kitchen for the homeless. All these are places that provide practical goods and services, but they also serve a symbolic role of defining the community and affirming people’s inclusion in the community.

The importance of places of social inclusion was shown prominently when their research at a public Emergency Department (ED) in Australia suddenly involved the Ebola epidemic. ED doctors and nurses handle many kinds of risks to patients and themselves, but Ebola was unusual because it was an unknown situation, and one that could lead to exhaustion of ED resources and even temporary closure of the ED. This was a situation that invoked fear and a feeling of threat because the physicians understood that turning away any patients was more than failing to provide medical services; it meant an unmet human need. Although most people rarely interact with EDs, they are places of social inclusion that need to stay available.

To manage the Ebola situation in addition to the regular claims on their resources, the ED rationed resources carefully and enabled resource use whenever possible. Doctors and nurses also went to extraordinary lengths to avoid closing down and to keep the ED safe for both patients and employees. In the end, many ED personnel dealt with the situation by reasoning that the Ebola risk, although new, was not so much greater than the risk posed by violent patients or other infectious diseases, which they already dealt with routinely.

If we tie this research to the Coronavirus situation, we should be aware of some differences. The personnel at this ED were very conscious of its role as a place of social inclusion and did their best to stay open and admit patients. And when all was said and done, they had treated no Ebola patients, only some suspected cases. Is that what we will see in the current situation? I doubt it.

Not all places of social inclusion recognize that they have this role, and few are staffed by individuals who have taken an oath to protect the patient and the community, as many doctors do. The Coronavirus will see many places of social inclusion close, by their own volition or by public policy. Few places of social inclusion will be as safe from infections as the Australian ED studied in this research. Ebola was rare and not very contagious but was feared because it was so grimly deadly. The Coronavirus is now widespread and appears to be more contagious than the flu, and deadlier.

For a while, places of social inclusion will be lost, and this will be a great loss to communities and their inhabitants. A significant measure of community resilience will be how quickly the places of social inclusion can open again and serve their community. In the meantime, let’s hope that communities can improvise safe places of social inclusion, as Italians have done by singing from their balconies.
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Wright, A. L., Meyer, A. D., Reay, T., & Staggs, J. 2020. Maintaining Places of Social Inclusion: Ebola and the Emergency Department. Administrative Science Quarterly, forthcoming. ​

Imagine a team of any size doing a task that calls for constant coordination and accurate execution. Sound difficult? It is very difficult, and that is why organizations typically prefer to distribute tasks across specialized roles and over time. The Charlie Chaplin movie Modern Times made fun of this approach in its production line scenes, but they are actually an accurate depiction of how assembly is often done these days, and for good reason – it is the most efficient approach.

But some teams need to coordinate quickly. A soccer team does so in response to the other team. An emergency unit team does so in response to the patient condition. Even teams that rehearse in advance to gain perfect execution may need coordination to avoid small mistakes accumulating and getting out of hand. A concert performance by a band, orchestra, or choir would be an example of this. A planned surgical operation or construction of a building is another. Thanks to research by John Paul Stephens published in Administrative Science Quarterly, we now know more about how such coordination is done. He studied a special kind of large team: a choir performing classical music.

The starting point is that each member of the team is heedful of the others, especially those nearby. They adjust to others’ pitch, volume, and tempo, and they influence others as well, helping them pick the right pitch, volume, and tempo. When a team comes together, these mutual influences and members’ knowledge of the ideal output mean that their efforts are in sync, and their emotions are too.

Emotions matter greatly for quick coordination because they adjust what happens when the team is falling apart. And any kind of quick coordination could lead to a team falling apart, with each member being anxious about their part of the task performance or upset about others appearing to do their part incorrectly. The feeling of being out of sync triggers adjustments, because each member will pay special attention to any and all cues that can improve the performance. They use their knowledge of the output, their knowledge of the skill set and current output of each other member, and their knowledge of their own skill set and current output. Once the team knows they are no longer in sync, there is mutual effort to recover.

This is where leadership counts the most. For a chorus, the conductor is always up front directing, but this person is actually not so important if they have rehearsed well and are in sync. If their performance is falling apart, however, increasing the attention to the conductor is a major cue that helps recovery. One sign of greatness in a conductor is exactly this ability to put a performance back in sync, to reunite the team. Much of a conductor’s leadership occurs when composing the performance through the variations rehearsed in practice sessions, but an essential part of such leadership emerges when recovery is needed during a concert.

The same process is found in more extreme versions in smaller teams with distributed leadership, such as those that combine different forms of specialists who engage in a single production. To continue with the musical performance comparison, a string ensemble has first and second violin (and sometimes more), viola, cello, and sometimes bass too. There is no conductor. Instead, a team like this has skilled members who each knows their specialty and the ideal final performance. The team usually comes together in sync during a performance, but when they fall apart, they turn their attention to their leader—the first violinist, who sits front and center and is easily visible by all ensemble members.

True leadership emerges when teams need to reunite.

Stephens, J. P. 2020. How the Show Goes On: Using the Aesthetic Experience of Collective Performance to Adapt while Coordinating. Administrative Science Quarterly, forthcoming.

Here is something that is so well known in business, and so contrary to norms of fair competition, that we prefer not to teach it in business schools: For a large established firm, one of the best hammers for beating down competition from new ventures is influence over legislators. One of the best ways of wielding this hammer is to help them create cumbersome, expensive, and demanding legislation for new firms entering the business. Any kind of excuse will do. For example, societal concerns for safety and the environment can be twisted in ways that generate legislation with the main purpose of making it harder to establish new ventures.

How can that be good for the large firm? After all, they need to expand their business now and then, and they will face the same legislation. That’s true, but unlike entrepreneurs, they have friends in the legislature who can create exceptions when needed. So, is there any way for the entrepreneur to enter a heavily regulated industry? Research by Jake B. Grandy and Shon R. Hiatt published in Administrative Science Quarterly shows one way this can happen: by receiving help from regulators.

Why would regulators help entrepreneurs when legislators help established firms? This is a question that has two answers. The first answer is because they can: Legislation is usually written with some leeway, and regulators can interpret it to allow new entrants. Often, they will do so because strict interpretations can be challenged through appeals. The second answer is because they can: Legislators have many issues on their agendas, and they often grant regulators freedom to act on their own either by legislating some independence or by supervising regulators only loosely.

Grandy and Hiatt tested this effect by examining delays in granting permissions for hydroelectric power plants. For such permissions, the independence of the regulator has no consequence for established firms – but for entrepreneurs, an independent regulator makes all the difference. The timing matters because the application and approval process can take many years. If the regulator is fairly independent, that period can be reduced by a year or more. But if legislators have reason to curtail the regulator’s independence, the application period can instead increase by many months.

These accelerations and delays are important because they are where costs and benefits are found in this industry. The regulator can impose conditions that slow down a project and make it costly, but in the end, nearly all the applications are granted. Granting an application does not mean that the power plant will be built, however: The entrepreneur may have exhausted their financial resources by the time a project is approved, or required modifications may have made the project unprofitable. All of this means that help from regulators is necessary for entrepreneurs – and for a healthy level of competition in regulated industries. 
Grandy, J. B., & Hiatt, S. R. 2020. State Agency Discretion and Entrepreneurship in Regulated Markets. Administrative Science Quarterly, forthcoming.
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​Most readers of this blog have private offices with doors that can close when we want to work without noise or interruptions. Colleagues understand the difference between a closed door and one that is slightly or fully opened, and they adjust accordingly. The same doors also give privacy, which is highly valued. Some readers of this blog also work for an organization that has a policy of flexible work time, and I am willing to bet that they value this flexibility.

Many employees, in many organizations, work in cubicles, which is an entirely different situation. As a research paper by Leroy Gonsalves in Administrative Science Quarterly shows, flexible work time is often much less flexible than people think. As he discovered, the cubicles are one reason for the inflexibility.

What is the connection between cubicles and inflexible flexible work time? Visibility. Flexible work time means that people can arrive and depart from work at times they select, provided they spend enough time working. But workers in cubicles are seen by others, so the early riser can’t come too early because it means leaving before the others, and the late riser can’t come too late because that means arriving after the others. When people gather, there can be informal norms. Norms can become toxic if they are connected to ideas of effort and productivity, and norms guide people’s visible behavior.

Many small behaviors demonstrate visibility and make the work time inflexible. The morning greeting is an acknowledgment of arrival, less formal than stamping a time card but nearly as controlling. Walking past an empty desk in a cubicle raises the question of where the occupant is, and also serves as a reminder of the question others will consider when walking past one’s own empty cubicle. The effect is to remind everyone of the need to arrive exactly at the normative time.

How did Gonsalves discover this source of inflexible flexible work time? He studied an organization that reorganized its office to save space, eliminating cubicles assigned to specific people and replacing them with dynamic workspaces. In the new office, work stations were classified by activity, and employees would move around during the day depending on the type of work they did. These were professional workers who carried a laptop around that contained everything they needed for their work.

The big surprise was that the new, smaller, and flexible-use office also triggered much greater use of flexible time. The workers quickly realized that the visibility was gone. An empty desk said nothing because it was not assigned to a person. Greeting someone in the morning, or not greeting them, also said nothing because it was unclear what part of the office someone would be in and what time of the day that person would have started work.

With the visibility gone, workers immediately started using the flexible work time policy the way it was intended. Flexible work time lets workers adapt to their circadian rhythm, improve their commute, and adapt to temporary work requirements. Arrive late if you are a late riser, avoid the worst morning rush hour, and work longer hours when needed and shorter hours to even out the worktime. All of these are possible as long as the visibility does not impose a norm that creates an inflexible flexible work time.

Organizational theory is often about unintended consequences. An employer saves office rental fees through using cubicles and unintendedly ruins its flexible work time policy that is supposed to improve the workers’ lives and the work. An employer saves even more office rental fees by replacing cubicles with flexible work spaces and inadvertently converting its workers from surface ships to submarines, who take full advantage of their stealth. I am sure the submarine workers are happier with their flexible work time, and maybe they are also more productive, so this was a good unintended consequence.
Gonsalves, L. 2020. From Face Time to Flex Time: The Role of Physical Space in Worker Temporal Flexibility. Administrative Science Quarterly, forthcoming.

The title is not clickbait – research on organizations can be very practical. One thing that organizations often do is to create specialized jobs. The reason is obvious – specialization means repetition and regularity, which builds skills and routines and reduces irregularities. When done well, specialization creates efficiency. The “when done well” part is important to keep in mind, because specialized jobs naturally do a smaller proportion of the organizational tasks, which means that more specialization could mean more kinds of jobs, or some jobs that are general and cover the gaps between the specialized jobs, or a combination of the two. All of this is well known to those who design and operate organizations.

But what does specialization do to worker pay? That’s the topic of research by Nathan Wilmers, a professor at MIT Sloan School of Management, published in Administrative Science Quarterly. The question is very interesting because it is commonly assumed that wages are determined in some labor market that rewards workers first by observable skills, such as training and education, and later through performance on the job. The problem with this conception is that it assumes that observable skills map cleanly onto organizational tasks. This assumption is never quite correct, and it gets worse in organizations with highly designed jobs.

Instead, consider jobs organized by the degree of task specialization, and consider wages not as set in a market but as an implicit negotiation between worker and employer. A highly specialized job usually means that there are many potential occupants and that the post-hire training to do the task is easy. Probably the specialist isn’t pre-trained before hiring, but that does not matter because the training is inexpensive. That means lower wages, because a worker occupying a specialized job is expendable. In organizations, narrow job turf means low pay.

A general job that covers the gap between specialized jobs is exactly the opposite. First, efficient job design requires having many specialists and few generalists covering the gaps, so the generalist is necessarily rare. Second, the generalist work is complex and specific to the job design of the employer. Again, the generalist isn’t pre-trained, and it takes a while for a newly hired generalist to be efficient. In the implicit wage negotiation, the generalist has a strong position. In organizations, broad turf means high pay.

Wilmers found sizable effects when analyzing the data. Workers who equally split time between tasks would lose 11 percent of their pay if they were split into groups that specialized in one task. A worker who moved from having the average level of generalization to the 95th percentile of generalization would gain more than 8 percent pay. These differences in pay levels mean that increases in job turf are well worth fighting for.

Two additional notes are worth considering. The estimates I cited above are among the more conservative estimates of how big the differences were in those organizations. Moreover, the data analyzed come from a single type of organization, which means that the effects could be bigger or smaller depending on the employer analyzed. In fact, chances are that in most firms, the advantages to having a job with broader turf are greater than in this analysis. You see, Wilmers analyzed labor union employees, and unions are known to favor pay equality.

So organizations that pursue efficiency seek specialization, and workers who want high pay seek a broad turf. Clearly this is an area of work design that involves negotiation, because smart workers will not willingly accept a more specialized job. They will fight for their turf.

Wilmers, N. Job Turf or Variety: Task Structure as a Source of Organizational Inequality. Administrative Science Quarterly, forthcoming.

Interorganizational networks can be many things, but one of the most consequential is made up of the exchange ties that follow components downstream to a firm that assembles the final product. These ties are consequential for many, because the component makers and final product assembler all rely on the cost and quality of the components, and so do the final users. Having a familiar component supplier is wonderful because “tried and true” testifies to quality, so any signs of failure in existing components is a small crisis for the assembler. This situation is also interesting to researchers because it shows how organizations make important choices.

What better place to study it than in Formula 1 racing car assembly, as David R. Clough and Henning Piezunka did in a paper published in Administrative Science Quarterly? Their study gives an interesting and surprising answer to how firms decide when to fire component makers. Firms look to the performance of their own product, which is expected, but also to the performance of competitors’ products using the same component. And here is where the research findings get surprising. If competitors using the same component are also doing poorly, the firm will stop using the “tried and true” component and switch to another supplier. Shared fate with the competitors does not make firms complacent but rather makes them more eager to improve.

Why does this happen, and especially in a race where the whole point is to do better than the competitor? If many cars slow down, your car is not slowing down more than many others. The key is that firms learn vicariously from each other, and they can be very objective in assessing their options when the stakes are high. A competitor’s car doing poorly when holding a shared component is already a warning sign that could lead a firm to drop the component from its own car, and if the firm’s own car is also doing poorly the warning gets louder. Firms learn from their own experience, learn vicariously from the experience of others, and put the two forms of learning together to make difficult choices such as replacing a key component made by a familiar supplier.

In business, interorganizational ties such as supplier–buyer relations are important because they help build trust and reputations for responsiveness when problems occur. In the end, however, what matters more is the actual quality, and then a different kind of tie may be just as effective: buyers compare themselves with each other and use the information to assess the supplier. Performance matters more than trust.

Clough, D. R., & Piezunka, H. Tie Dissolution in Market Networks: A Theory of Vicarious Performance Feedback. Administrative Science Quarterly, forthcoming.
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We know several reasons that men get ahead of women as employees and entrepreneurs. There are cultural beliefs that men are better for work and more committed to it than to family life. Men in powerful positions tend to promote men because they are similar to them. And many occupations and forms of entrepreneurship are seen as archetypically male, suggesting that parents might consider advising their daughters against training to become a plumber or a computer programmer. Given all these biases, would it be possible for one more to exist?

Research by Mabel Abraham in Administrative Science Quarterly has uncovered one more form of discrimination in a sample of entrepreneurs. It is a subtle one, but the effect is strong. Suppose an entrepreneur wants to initiate a network connection with someone else in order to start resource exchange -- as a customer, supplier, or collaborator. Would it matter for a woman whether she initiates that contact directly or whether she does so by asking another entrepreneur to make a referral? The answer is yes. If the woman is engaged in a typically male activity, her contacts are much less likely to refer her to their contacts. Why? Because women would not be the usual choice for a transaction partner in that activity, and people worry about how their referrals are judged by others.

Importantly, this effect is specific to women. Men engaged in typically female activities are just as likely to be referred to contacts as women. Women and men in neutral activities are just as likely to be referred to contacts. It is only when referring women to their contacts in typically male activities that people stop and think: is she the usual choice, or is there something wrong about a woman doing this occupation or building this kind of venture? Abraham’s analysis showed that the difference in results was sizable. If an occupation was between 50 and 60 percent male, a man could expect to get about 5 more referrals than a woman would get each year, and this gap grew wider in occupations with higher percentages of men (see the graph).
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This difference is important because selectivity in referrals occurs before any of the other biases. Once a woman has been referred to a contact, that contact might still hold beliefs against the suitability of women as entrepreneurs or might be a male who prefers to interact with other males. Biased referrals mean that the potential connection can’t even decide whether to discriminate (or not). The absence of a referral is already a form of discrimination.

Given these effects, no wonder women entrepreneurs have to build their own business networks: they are not getting help from others if their occupation has a majority of men – as most highly paid occupations do. Abraham’s research showed that when making direct contacts, rather than referrals, there was no difference between women and men. So contrary to one popular belief, women aren’t too shy to build networks. Instead, it is sometimes their male network contacts who are reluctant to refer them to others.

Abraham, Mabel. Gender-role Incongruity and Audience-based Gender Bias: An Examination of Networking among Entrepreneurs. Administrative Science Quarterly, forthcoming.

Firms are often targeted by social movements seeking to reform them or to get their help in changing society. The result can be a tug of war between a social movement with committed members and a clear cause but few resources, and a firm with resources and a broad agenda focused on profits. A key element of this tug of war is the people caught in between – firm employees who agree with the social movement.

Thanks to research by Rich DeJordy, Maureen Scully, Marc J. Ventresca, and W. E. Douglas Creed published in Administrative Science Quarterly, we now know more about who the likely winners are in such a situation. They looked at many dimensions of social movements, and the one that struck me most was the effect of early success versus early setback. They studied social movement organizations campaigning for domestic partner benefits to be offered by firms, an action that costs firms some money (not much) and can expose them to conservative counter-movements. Interestingly, they found that too much early success could be a bad thing.

Most people look at social movements as disconnected pieces and conclude that any social movement organization with early success is a good outcome. But this is not true. A social movement is usually an ecology of separate organizations, and these observe each other, learn from each other, and stimulate each other. The problem with early success is that it may have little to teach because the circumstances are special; it leads to stagnation if the successful movement organization has nothing left to do; and other movement organizations are less likely to interact with the successful and stagnated organization. The “one win and done” model does not sustain a social movement.

But isn’t an early win better than facing early setbacks? That depends. The authors found that opposition from target firms often led to refinement in the strategies used by movement organizations, and it kept the activism high. Repeated blocking by the target firm could make a movement organization stagnate, but often the movement organizations were able to find some approach leading to progress. These were exactly the movement organizations that stayed active and continued to wield influence over firms. Other movement organizations observed them and stayed in touch with them to learn how to overcome resistance and were stimulated by their activism and success.

The key to understanding social movements is not to focus too much on any single movement organization, but instead to look at them as an ecosystem and study their interactions. Interestingly, this is also a good way to analyze how firms overcome adversity. Learning from other firms is always central in how firms adapt to the environment, and a full view of the ecology of firms can help us learn how they overcome mistakes and adversity.

We have learnt much from looking at organizations one by one, and we will learn even more that way. We have also discovered how many more lessons are available when we look at ecosystems of organizations, and this will continue to propel our research progress. For managers, the key insight is that other organizations may already hold the key that unlocks the stagnation their organization is trying to shake off.
DeJordy, R., Scully, M., Ventresca, M. J., & Creed, W. E. D. Inhabited Ecosystems: Propelling Transformative Social Change Between and Through Organizations. Administrative Science Quarterly, forthcoming.

Can you think of an innovation that looks very promising, especially because so many others have started using it? Can you recall any such innovations that have been disappointing? In consumer markets, cold-press juicers have spread widely and have been marketed by their positive health effects, but there is now evidence that they do more harm than good. Their sales are slowing. In business markets, airlines have long known that larger airplanes were better, and were lining up to buy the giant Airbus 380 and the slightly smaller Boeing 747-8, but they stopped after realizing that the new generation wide-body aircraft were more economical.

There are many cases like this, including worse mistakes than these two. This raises the question of how firms can quickly understand that a new innovation will disappoint, and can stop themselves from adopting it. This was a question I examined in a paper in Strategic Management Journal on the fast ferry innovation, which was briefly popular but soon proved to be a very specialized type of ship. The problem with fast ferries is that they were too fast and too heavy (they carry cars as well as people). Making such a combination go fast is a significant engineering feat, but it is also very expensive, and few routes can charge high enough ticket prices to make it profitable.

Shouldn’t this have been easy to discover? Not really. Fuel prices fluctuate, and maintenance costs are hard to estimate in advance. It is a lot easier to make the cost calculation after buying and operating a ferry (or a few ferries), but then it is too late. Still, the shipping firms learnt how specialized fast ferries were, and it took “only” about five years for this knowledge to spread. Importantly, the shipping firms learnt from each other.

Here is how it happened. Each firm that started using fast ferries accumulated experience with the costs, and this experience must have leaked. We know this because sales of fast ferries made additional sales to nearby shipping firms less likely. Some firms gave up on their fast ferries and sold them in the second-hand market (at a discount, of course), and this also made additional sales less likely. Resales seem like even stronger reason not to buy, but actually the effect of giving up was about the same as the effect of using a fast ferry. Firms learn from the high costs just as much as they learn from resales.

This is a natural finding except for one important detail. If a firm is operating an expensive piece of equipment with disappointing results, it will soon be clear that selling it is the best option. But, in order to sell it without losing too much money, it is important that the costs are kept hidden. This means that the information about the high costs must have leaked from the shipping firms using fast ferries despite their best efforts to keep them hidden.

Inter-organizational learning is hard to stop. Firms learn from the mistakes of other firms, even the mistakes that they try to keep hidden!

Greve, H.R. 2011. Fast and expensive: the diffusion of a disappointing innovation. Strategic Management Journal, 32(9): 949-968.

Most people who work know that it is important to have friendly working relations with other workers, especially with managers. Researchers call these relations network ties and have found that they are great for getting work done and improving career outcomes. It is less clear to most, but very obvious to business school professors, that those who are or want to become managers are especially interested in network ties, and not only with other (higher-up) managers. They try to connect with anyone who can be useful, including various specialists in the organization.


A special version of these ties is formed between technologists making inventions and managers launching new products. They need each other, and each knows they are competing with others in the organization who are trying to use other innovations to launch other products. Out of mutual interest in their careers (and to be helpful to their employer), they may partner up, exchange information, and then – importantly – try to influence others to get their innovative product approved for launch. In a recent paper in Administrative Science Quarterly, AnneTer Wal, Paola Criscuolo, Bill McEvily, and Ammon Salter document what may be an especially good way for these partners to influence others for the sake of launching innovative products.

The authors discovered that a special structure – the woven network shown in the figure here – is best for these technologist/manager partners to pursue. In the figure, a manager and a technologist who are collaborating to advance an innovation are both connected to peers and seniors in the organization, and they are both connected to other managers and technologists. In other words, each of them is connected to people who occupy different roles at different levels. This allows them to create buzz for the innovation and to influence their bosses. What’s new about that? Here’s the key: the technologist networks with people in various role sets, and the manager networks with different people in those same role sets. The results of this specific type of influencing create a particularly strong advantage.

Technicians and managers have different knowledge, different goals, and different interpretations of an innovation. A manager always sounds more credible talking about its commercial features and less credible talking about its technological features. For the technician, it’s the other way around. By tapping into this particular kind of networking, the team helps both kinds of information reach people in different functions and at different levels of the organization. The team’s joint influence over different people within a given role/level gets reinforced when those people then talk to each other about the innovation’s potential.

How big are the effects of such interwoven networks? A modest change in the degree of this type of networking increases the likelihood of innovation launch by about 8 percent. In management studies, and especially anything that has to do with innovation, that is a big effect. It is interesting that the effect is so big and the behavior needed to get it is contrary to what many people do. A geeky technician will mostly speak to peer technicians. An instrumental technician will mostly speak to senior managers. Each of them will be missing influence with important roles in the organization, and they will have a better chance to succeed if they are paired with a manager who networks with people in a variety of roles and encourages the technician to do the same. In networking, as in so many other aspects of bringing a new product to life, teamwork is key to producing the best possible result. So let’s start talking—and not just to the people who already know what we know and think how we think.
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Ter Wal ALJ, Criscuolo P, McEvily B, Salter A. 2020. Dual Networking: How Collaborators Network in Their Quest for Innovation. Administrative Science Quarterly, forthcoming