Danny Miller

Bio: Danny Miller is an academic researcher from HEC Montréal. The author has contributed to research in topics: Consumption (economics) & Agency (sociology). The author has an hindex of 133, co-authored 512 publications receiving 71238 citations. Previous affiliations of Danny Miller include University of New Mexico & McGill University.

Home Possessions: material culture behind closed doors

Abstract: 1. Behind Closed Doors Daniel Miller (Professor of Anthropology, University College London) 2. Social Aspirations in North London Alison J. Clarke (Royal College of Art) 3. Organised Disorder: Moving Furniture in Norwegian Homes Pauline Garvey (University College London) 4. The Refurbishment of Memory Jean-Sebastien Marcoux (University College London) 5. The Taste of Home Elia Petridou (University College London) 6. Possessions Daniel Miller (University College London) 7. Home Sweet Home: Tangible Memories of an Uprooted Childhood Anat Hecht (University College London) 8. Building Conjugal Relationships: The Devotion to Houses amongst the Paiwan of Taiwan Chang-Kwo Tan (University College London) 9. A Man Will Get Furnished: Wood and Domesticity in Urban Romania Adam Drazin (University College London) 10. The 'Untidy' House in Japan Inge Daniels (University College London) Index

Family and Lone Founder Ownership and Strategic Behaviour: Social Context, Identity,

Abstract: There is controversy in the literature about the effects of ownership on strategy and performance. Some scholars have taken agency explanations as definitive, arguing that closely held firms outperform. Empirical studies, however, show conflicting findings for firms with concentrated ownership: lone founder firms outperform, family firms do not. Such conflicts may be due to the failure of agency theory to distinguish between the social contexts of these different types of owners. We argue that explanations of performance must take into account not simply ownership, but who are the owners or executives and how their social contexts may influence their strategic priorities. Family owners and CEOs, influenced by family stakeholders in the business, are argued to assume the role identities and logics of family nurturers and thus strategies of conservation. By contrast, lone founders, influenced by a wider set of market-oriented stakeholders, are argued to embrace the identities and logics of entrepreneurs and strategies of growth. Family founders and founder-executives are held to blend both orientations. These notions are supported in a study of Fortune 1000 companies.

Filling the institutional void: The social behavior and performance of family vs non-family technology firms in emerging markets

Abstract: Family businesses (FBs) are said to treat their employees with unusual consideration to form a cohesive internal ‘‘community’’. They are also claimed to develop deeper, more extensive ‘‘connections’’ or relationships with outside stakeholders. Both behaviors may increase the viability of a business intended to support an owning family and its later generations. Such social linkages, we believe, may compensate for the lack of capital, product and labor institutional infrastructures in dynamic emerging economies. This survey study of a most challenging emerging-market sector, namely Korean hightechnology businesses, argues three major points. (1) Relationships of community and connection will be more common in FBs than in non-FBs. (2) These relationships will enhance performance in emerging-market hightechnology sectors, which, because of their competitive, complex, and everchanging nature, rely on significant expert knowledge and social capital within and outside the organizational community. (3) The performance of FBs will benefit more from these community and connection relationships than the performance of non-FBs, because in these personally intimate settings employees and external partners will be especially likely to return the generosity of a visibly active owning family, or to penalize its selfishness. Significant empirical support was found for most of these hypotheses.

An asymmetry‐based view of advantage: towards an attainable sustainability

Abstract: The resource-based view of the firm postulates that sustainable abnormal rents can accrue to firms having valuable, rare, inimitable, non-substitutable resources and capabilities. Given these criteria, sustainable resources are hard to attain. Our study of some two dozen firms shows how some of them were able to overcome this dilemma by building not so much on resources and capabilities as on asymmetries. Asymmetries are typically skills, processes, or ‘assets’ a firm's competitors do not and cannot copy at a cost that affords economic rents. They are rare, inimitable and non-substitutable, although not connected to any engine of value creation, and, in fact, often act as liabilities. By discovering and reconceptualizing these asymmetries, embedding them within a complementary organizational design, and leveraging them across appropriate market opportunities, many firms were able to turn asymmetries into sustainable capabilities. Copyright © 2003 John Wiley & Sons, Ltd.

Competitive advantage: creating and sustaining superior performance

Abstract: COMPETITIVE ADVANTAGE introduces a whole new way of understanding what a firm does. Porter's groundbreaking concept of the value chain disaggregates a company into 'activities', or the discrete functions or processes that represent the elemental building blocks of competitive advantage. Now an essential part of international business thinking, COMPETITIVE ADVANTAGE takes strategy from broad vision to an internally consistent configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company's relative cost position. Porter's value chain enables managers to isolate the underlying sources of buyer value that will command a premium price, and the reasons why one product or service substitutes for another. He shows how competitive advantage lies not only in activities themselves but in the way activities relate to each other, to supplier activities, and to customer activities. That the phrases 'competitive advantage' and 'sustainable competitive advantage' have become commonplace is testimony to the power of Porter's ideas. COMPETITIVE ADVANTAGE has guided countless companies, business school students, and scholars in understanding the roots of competition. Porter's work captures the extraordinary complexity of competition in a way that makes strategy both concrete and actionable.

Upper Echelons: The Organization as a Reflection of Its Top Managers

Abstract: Theorists in various fields have discussed characteristics of top managers. This paper attempts to synthesize these previously fragmented literatures around a more general “upper echelons perspective.” The theory states that organizational outcomes—strategic choices and performance levels—are partially predicted by managerial background characteristics. Propositions and methodological suggestions are included.

Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance

Abstract: The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

Social Identity Theory and the Organization

Abstract: It is argued that (a) social identification is a perception of oneness with a group of persons; (b) social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation; and (c) social identification leads to activities that are congruent with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification. This perspective is applied to organizational socialization, role conflict, and intergroup relations.