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Michael A. Hitt
Texas A&M University
334Publications
95H-index
43.2kCitations
Publications 334
Newest
#1John S. Carroll (MIT: Massachusetts Institute of Technology)H-Index: 37
#2Amy C. Edmondson (Harvard University)H-Index: 47
Last.Karlene A. Roberts (University of California, Berkeley)
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#1Victor Zitian Chen (UNCC: University of North Carolina at Charlotte)H-Index: 7
#2Michael A. Hitt (A&M: Texas A&M University)H-Index: 95
Within the boundary of scientific knowledge for management, we discuss the divergence between practical demand for knowledge integration to solve complex problems and scientific fragmentation of ac...
#1Kai Xu (UTSA: University of Texas at San Antonio)H-Index: 7
#2Michael A. Hitt (A&M: Texas A&M University)H-Index: 95
Last.Stewart R. Miller (UTSA: University of Texas at San Antonio)H-Index: 17
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Extending our understanding of family firms and international business research with respect to entry mode decisions, this study explains how entry mode choice is the product of a sequential decision-making process, with an important ownership structure contingency. We propose that firms with a dominant family owner (family-dominant firms) prefer low equity ownership as their entry mode for the purpose of preserving their socioemotional wealth. Their preference is persistent even when the instit...
#1Jean-Luc Arregle (EMLYON Business School)H-Index: 9
#2Michael A. Hitt (A&M: Texas A&M University)H-Index: 95
Last.Isabelle Mari (EDHEC Business School)H-Index: 2
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Hennart, Majocchi, and Forlani propose and validate a new explanation of family firms’ internationalization heterogeneity shedding light on the role of a family firm’s global niche business model. This type of family firm can avoid the dominant internationalization problems usually depicted in the literature on family firms’ internationalization. Starting from the same diagnosis on extant research, we explore another perspective to explain this heterogeneity: the structure of the family institut...
#1Christina Matz Carnes (IU: Indiana University Bloomington)
#2F. E. Gilstrap (A&M: Texas A&M University)H-Index: 13
Last.Richard W. Woodman (A&M: Texas A&M University)H-Index: 22
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Abstract Public entrepreneurship is much like its private sector counterpart; however, public entrepreneurs face additional challenges due to weaker competitive forces in the public as compared to private sector, with objectives that often are poorly defined and performance that is difficult to measure. Despite the impact on public good, how to enact changes successfully in public sector organizations to be more entrepreneurial is poorly understood. This article summarizes current research on pu...
#1Donald D. BerghH-Index: 24
#2Enzo PeruffoH-Index: 5
Last.Michael A. HittH-Index: 95
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Capital market investors have limited information about the motives, exchange terms, and expected outcomes of corporate divestitures. Thus, when a firm announces a divestiture, capital markets may ...
#1Justin W. Webb (UNCC: University of North Carolina at Charlotte)H-Index: 28
#2Justin W. Webb (UNCC: University of North Carolina at Charlotte)
Last.Michael A. Hitt (A&M: Texas A&M University)H-Index: 95
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Building new space for institutional theory, we propose how the severity of formal and informal institutional voids shapes the productivity of entrepreneurial activities within society. Our theory makes the key assumptions that voids can exist in both formal and informal institutions and that they are capable of hindering entrepreneurial behavior that is favorable to development progress. We extend new theoretical domains by conceptualizing informal institutional voids and proposing how both for...
#1Robert S. Nason (Concordia University)H-Index: 9
#2Johan Wilklund (SU: Syracuse University)H-Index: 46
Last.Wei Yu (NUS: National University of Singapore)H-Index: 3
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Abstract While established firms can efficiently manage their resource portfolio, new ventures must construct resource boundaries by assembling resources. In doing so, new ventures are often pushed to utilize resources that are owned by other actors. These inter-organizational relationship strategies do not expand organizational boundaries, but rather create permeable boundaries. We theorize that boundary permeability confers greater access to resources, but limits control over them. Therefore, ...
#1Jean-Luc Arregle (EMLYON Business School)H-Index: 9
#2Toyah L. Miller (UTD: University of Texas at Dallas)H-Index: 14
Last.Paul W. Beamish (UWO: University of Western Ontario)H-Index: 59
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Abstract Multinational enterprises (MNEs) use the regional aggregation and integration of their foreign direct investments as an important part of their internationalization. Internationalization decisions are integrated at the region level; however, little work has focused on explaining the extent of this regional integration. We develop theoretical arguments and test new hypotheses about MNEs’ general international experience and international geographic scope (i.e., institutional diversity an...
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