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Nicholas Argyres
Washington University in St. Louis
BusinessEconomicsCorporate governanceIndustrial organizationTransaction cost
56Publications
21H-index
3,899Citations
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Publications 55
Newest
#1Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
#2Alfredo Vittorio De Massis (Lancaster University)H-Index: 30
Last. Brian S. Silverman (U of T: University of Toronto)H-Index: 21
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1 CitationsSource
#1Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
#2Janet E L Bercovitz (CU: University of Colorado Boulder)H-Index: 19
Last. Giorgio Zanarone (WashU: Washington University in St. Louis)H-Index: 1
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Research summary A key strategic decision for many firms is the scope of their relationships with partners. Existing theories of relationship scope are limited in that they disregard the facts that: (a) most firms transact within networks of multiple partners, and (b) these partnerships often involve two‐sided moral hazard. We develop a theory of partnership scope in interfirm networks that addresses these deficiencies. We show how, by broadening the scope of business it conducts with its partne...
1 CitationsSource
#1Mahka Moeen (UNC: University of North Carolina at Chapel Hill)H-Index: 6
#2Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
Last. Sonali K. Shah (UIUC: University of Illinois at Urbana–Champaign)H-Index: 15
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Source
#1Jordan Nikolai Boslego (BU: Boston University)
#2Samina Karim (NU: Northeastern University)H-Index: 9
Last. Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
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Source
#1Richard W. Stackman (USF: University of San Francisco)H-Index: 8
Last. James P. Walsh (UM: University of Michigan)H-Index: 32
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Dialogue and debate are at the core of the social sciences. In this piece, the Journal of Management Inquiry (JMI) editors-in-chief discuss their position and decisions pertaining to the publicatio...
Source
#1Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
#2Joseph T. Mahoney (UIUC: University of Illinois at Urbana–Champaign)H-Index: 42
Last. Jackson A. Nickerson (WashU: Washington University in St. Louis)H-Index: 26
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Research Summary Shocks, whether they derive from shifts in demand, supply, regulation, or innovation, can create the need for competitive repositioning by industry participants when they disrupt established sources of competitive advantage. Such situations can therefore create a canonical strategic problem: whether, where, and how to (re‐)position following an industry shock. In this paper, we explore the role of comparative adjustment costs in determining competitive advantage in dynamic envir...
4 CitationsSource
#1Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
#2Lyda S. Bigelow (UofU: University of Utah)H-Index: 8
Last. Hakan OzalpH-Index: 2
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#1Jackson A. Nickerson (WashU: Washington University in St. Louis)H-Index: 26
#2Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
Processes of strategic problem formulation are not only core to strategic decision making, but may be paramount. Indeed, one cannot even assess whether a situation is strategic until the problem ha...
1 CitationsSource
#2Nicholas ArgyresH-Index: 21
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Basic science has long understood the process of testing and improving ideas. Although management scholars are interested in the antecedents to innovation and extoll famous experiments, the field has paid limited attention to the science of testing ideas. This symposium will discuss the competitive advantage gained through effective experimentation and how the ability to experiment and incentives to do so vary as a function of industry stage. This panel intends to discuss the role of experimenta...
Source
#1Nicholas Argyres (WashU: Washington University in St. Louis)H-Index: 21
#2Romel Mostafa (UWO: University of Western Ontario)H-Index: 2
A key finding in the literature on industry evolution and strategy is that knowledge “inherited” from the founder’s previous employer can be an important source of a new firm’s capabilities. We analyze the conditions under which knowledge that is useful for carrying out a key value chain activity is inherited, and explore the mechanism through which such an inheritance shapes an entrant’s strategies and, in the process, influences its performance. Evidence from the early U.S. auto industry indic...
7 CitationsSource
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