Author
Danny Miller
Other affiliations: University of New Mexico, McGill University, Virginia Tech ...read more
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.
Papers published on a yearly basis
Papers
More filters
TL;DR: In this paper, the conditions of ownership and leadership that promote superior performance among non-family CEOs of family firms are examined, and it is shown that these leaders outperform when they are monitored by multiple major family owners as opposed to a single owner.
Abstract: Family firms represent a globally dominant form of organization, yet they confront a steep challenge of finding and managing competent leaders. Sometimes, these leaders cannot be found within the owning family. To date we know little about the governance contexts under which non-family leaders thrive or founder. Guided by concepts from agency theory and behavioural agency theory, we examine the conditions of ownership and leadership that promote superior performance among non-family CEOs of family firms. Our analysis of 893 Italian family firms demonstrates that these leaders outperform when they are monitored by multiple major family owners as opposed to a single owner; they also outperform when they are not required to share power with co-CEOs who are family members, and who may be motivated by parochial family socioemotional priorities.
155 citations
TL;DR: In this paper, the authors show how managers can develop each of these aspects of strategic integration, and how to align these dimensions and their subcomponents and ensure that each is well adapted to the competitive environment, and all of the elements of strategy need to be orchestrated around a powerful core theme.
Abstract: To develop and sustain competitive advantage, companies must begin thinking about strategy in a more integrated way. First, strategies must be comprehensive: they need to have clear direction and a coherent product-market focus, and they must be supported by incisive operating capabilities and resources and robust organization cultures. Second, strategies must align these dimensions and their subcomponents and ensure that each is well adapted to the competitive environment. Third, all of the elements of strategy need to be orchestrated around a powerful core theme. This article shows how managers can develop each of these aspects of strategic integration.
152 citations
TL;DR: In this paper, the authors explore the impact of three kinds of uncertainty on product line simplicity, namely environmental state uncertainty, organizational effect and decision response uncertainty, on the range of product variations a firm offers.
152 citations
Book•
01 Jan 2012
TL;DR: In this article, the authors discuss what's wrong with consumption, why we shop, and how not to save a planet from being destroyed by consumer consumption, and why we buy clothes.
Abstract: Prologue vi 1 What's Wrong with Consumption? 1 2 A Consumer Society 39 3 Why We Shop 64 4 Why Denim? 90 5 It's the Stupid Economy 108 6 How Not to Save a Planet 139 Postscript 182 Notes 186 Index 202
151 citations
01 Jan 2012
TL;DR: The digital should and can be a highly effective means for reflecting upon what it means to be human, the ultimate task of anthropology as a discipline as discussed by the authors. But most of the literature on the revolutionary impact and potential of the digital has tended to follow Hart in focusing upon the abstract end of the equation.
Abstract: The digital should and can be a highly effective means for reflecting upon what it means to be human, the ultimate task of anthropology as a discipline. To date, most of the literature on the revolutionary impact and potential of the digital has tended to follow Hart in focusing upon the abstract end of the equation. The digital extends the possibilities previously unleashed by money, equally the positive and the negative. A critical contribution of digital technologies is the way they exacerbate but also reveal those contradictions. Anthropologists need to be involved right across this spectrum, from J. Karanovic’s analysis of those involved in the creation of digital technology to F. Ginsburg’s work on those who place emphasis upon their consequences. The digital came into its own at the tail end of a fashion in academia for the term postmodern, which celebrated resistance to authority of all kinds but especially the authority of discourse.
150 citations
Cited by
More filters
01 Jan 1998
TL;DR: Porter's 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 as discussed by the authors, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
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.
17,979 citations
TL;DR: In this article, the authors synthesize these previously fragmented literatures around a more general "upper echelons perspective" and claim that organizational outcomes (strategic choices and performance levels) are partially predicted by managerial background characteristics.
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.
11,022 citations
TL;DR: In this article, a contingency framework for investigating the relationship between entrepreneurial orientation and firm performance is proposed. But the authors focus on the business domain and do not consider the economic domain.
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.
8,623 citations
TL;DR: This article argued that social identification is a perception of oneness with a group of persons, and 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.
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.
8,480 citations