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.

Economic and Technological Importance of Innovations in Large Family and Founder Firms: An Analysis of Patent Data

Abstract: Prior research has analyzed R&D spending in family and founder firms. Yet, little is known about the economic and technological importance of innovations in these types of firms. Using patent citation data, we show that founder-managed firms, which we argue favor an entrepre-neurial orientation, receive more patent citations when compared to other firms, even controlling for R&D spending. By contrast family-managed firms, many of which, we argue, pursue socio-emotional wealth for the family, receive fewer patent citations compared to other firms, again, controlling for R&D spending. Patent citations have been shown in the literature to reflect the economic and technological importance of innovations.

Modernity, an ethnographic approach

Abstract: From cultural studies, sociology, media studies, gender studies and elsewhere there have been a spate of books recently which have attempted to characterize ...

Underdog Entrepreneurs: A Model of Challenge–Based Entrepreneurship:

Abstract: Although there has been abundant research on the positive personality and environmental qualities that stimulate entrepreneurship, we argue that negative personal circumstances of an economic, sociocultural, cognitive, and physical/ emotional nature may have an equally powerful role to play in getting people to become effective entrepreneurs. These challenges create conditions and experiences that motivate particular adaptive requirements which in turn foster outcomes such as work discipline, risk tolerance, social and network skills, and creativity.

Resources and Innovation in Family Businesses: The Janus-Face of Socioemotional Preferences:

Abstract: Family business socio-emotional preferences are often Janus-faced. Some strive to create a strong business they can pass on to offspring by building innovation-promoting resources such as human, relational, and financial capital. Other family firms cater to family desires for unqualified nepotism, altruism towards undeserving kin, and appropriation of firm assets to fulfill parochial desires that erode these resources. This article explores how such preferences, together with their impact on resources and the innovation demands of their markets, shape the approach to innovation.

Paradigm prison, or in praise of atheoretic research

Abstract: Alexander Fleming might well have cursed the mysterious spore that had entered his lab and killed his bacterial cultures. His colleagues considered the agent a nuisance and source of delay. But Fleming thought it a possible godsend. At once, he abandoned his original research and research domain, and spent untold hours trying to isolate and culture the troublesome spore – penicillin. Mankind will be forever grateful. Sadly, the current institutional setting within which administrative studies develop has evolved to de-legitimize Fleming’s type of research. Specifically, it degrades and discourages research that is non-paradigmatic or atheoretical. This essay demonstrates the dark side of that tendency and points to the salutary effects of atheoretical research, both in the natural sciences and within our own discipline.

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.