New Beer in Old Kegs: The Persistent and Localized Effect of Ancestral Organizations on Descendant Organizational Founding in the Dutch Beer Brewing Industry

Management et Ressources Humaines

Intervenant : Jochem KROEZEN
Erasmus University, ROTTERDAM

18 octobre 2013 - T020 - De 14h00 à 15h30

We study the determinants of organizational foundings in mature organizational fields and find that such foundings are facilitated by entrepreneurs’ reuse of detritus—the technical and cultural elements left behind by the disbanding of ancestral organizations—that such fields are typically littered with. We argue that detritus can
provide entrepreneurs with resources that help them overcome the technical and sociocognitive challenges they face when starting new ventures in a cost-efficient and effective manner. We find support for our arguments in a discrete time event-history analysis of recent beer brewery foundings in the Netherlands, suggesting that technical
and socio-cognitive resources do not just spillover to new ventures contemporaneously, but also de antiquo from long disbanded organizational predecessors. Our study contributes to the emerging literature on ancestral organizational populations by offering a novel theorization of the mechanisms through which organizational ancestors
persistently and locally affect the founding rate of descendant organizations and to research on the role of geographic communities in the evolution of organizational fields.

Women Innovators: Challenges and Opportunities

Management et Ressources Humaines

Intervenant : Mengzi JIN
Singapore Management University

7 novembre 2018 - S211 - De 11h30 à 13h00

Innovation typically involves generating multiple novel ideas and selecting the most promising one for implementation. In this research, I examine how gender influences idea selection during the innovation process. I theorize that although women are equally capable as men in generating highly novel ideas, women and men differ in “novelty avoidance” during idea selection - the extent to which individuals refrain from pursuing the most novel ideas they have generated. In a laboratory study where students were instructed to make creative short-films for the university, I found support of the hypothesis. In a second laboratory study where students were instructed to make creative photo collages for the university, I found that the gendered effect is moderated by the presence of women in judging panels. Specifically, women’s novelty avoidance tendency is mitigated when there are more women appeared in the judging panel. In the third study conducted on a creative crowdsourcing platform featuring a sample of freelancers, I replicated the gender difference in novelty avoidance and found that fear of social backlash from demonstrating high creativity explains women’s novelty avoidance tendency. Overall, my work advances current understanding of the challenges and opportunities that women innovators face, thereby helping to close the gender gap in innovation and entrepreneurship.

The Double-Edged Sword Effect of Team-Level Proactive Personality on Team Performance: Team Potency and Team Cohesion as Mechanisms.

Management et Ressources Humaines

Intervenant : Ruixue ZHANG
The Hong Kong University of Science and Technology

5 novembre 2018 - T104 - De 11h45 à 13h15


While research has largely shown a positive linear relationship between proactive personality and job performance at the individual level, we know relatively little about how proactive personality functions and whether the same relationship holds at the team level. This study proposes a curvilinear relationship between team-level proactive personality and team performance and considers team potency and team cohesion as two explanatory mechanisms. In Study 1, using data collected from 94 teams in four companies, we established an inverted-U-shaped relationship between team-level proactive personality and team performance. In Study 2, using data collected from a sample of 101 nursing teams from three hospitals, we replicated the inverted-U-shaped relationship and further demonstrated that the relationship is mediated by team potency and team cohesion, respectively. Specifically, at low to moderate levels, team-level proactive personality increases team potency and team cohesion, but at moderate to high levels, such relationships become negative. Team potency and team cohesion are positively related to team performance and thus mediate the relationship between team-level proactive personality and team performance.

team-level proactive personality; team potency; team cohesion; curvilinear relationship

We’re not like those crazy hippies: the formation of an occupational group from a social movement mandate

Management et Ressources Humaines

Intervenant : Grace AUGUSTINE
Kellogg School of Management

31 octobre 2018 - S211 - De 11h00 à 12h30

Women and The Crowd: Justifications Entrepreneurs Use in Their Crowdfunding Pitches

Management et Ressources Humaines

Intervenant : Srinivas Santosh
University of Texas, Austin

30 octobre 2018 - Bernard Ramanantsoa room - De 08h45 à 10h15


Management et Ressources Humaines

Intervenant : Tracy Anderson
The Wharton School

30 octobre 2018 - S211 - De 11h00 à 12h30


Département Management et Ressources Humaines

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Management et Ressources Humaines

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