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.

The MegaFace Benchmark: 1 Million Faces for Recognition at Scale

Abstract: Recent face recognition experiments on a major benchmark (LFW [15]) show stunning performance–a number of algorithms achieve near to perfect score, surpassing human recognition rates. In this paper, we advocate evaluations at the million scale (LFW includes only 13K photos of 5K people). To this end, we have assembled the MegaFace dataset and created the first MegaFace challenge. Our dataset includes One Million photos that capture more than 690K different individuals. The challenge evaluates performance of algorithms with increasing numbers of "distractors" (going from 10 to 1M) in the gallery set. We present both identification and verification performance, evaluate performance with respect to pose and a persons age, and compare as a function of training data size (#photos and #people). We report results of state of the art and baseline algorithms. The MegaFace dataset, baseline code, and evaluation scripts, are all publicly released for further experimentations1.

The Network Dynamics Hypothesis: How Channel Networks Structure Riverine Habitats

Abstract: Hierarchical and branching river networks interact with dynamic watershed disturbances, such as fires, storms, and floods, to impose a spatial and temporal organization on the nonuniform distribution of riverine habitats, with consequences for biological diversity and productivity. Abrupt changes in water and sediment flux occur at channel confluences in river networks and trigger changes in channel and floodplain morphology. This observation, when taken in the context of a river network as a population of channels and their confluences, allows the development of testable predictions about how basin size, basin shape, drainage density, and network geometry interact to regulate the spatial distribution of physical diversity in channel and riparian attributes throughout a river basin. The spatial structure of river networks also regulates how stochastic watershed disturbances influence the morphology and ages of fluvial features found at confluences.

Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses*

Abstract: Two major perspectives can be construed in the literature concerning the nature of family owned businesses (FOBs). The first implies that these enterprises have unique charac- teristics of stewardship. FOB owners are said to care deeply about the long-term prospects of the business, in large part because their family's fortune, reputation and future are at stake. Their stewardship is said to be manifested by unusual devotion to the continuity of the company, by more assiduous nurturing of a community of employees, and by seeking out closer connections with customers to sustain the business. The second perspective is less flattering. It proposes that FOBs are unusually subject to stagnation: they are said to face unique resource restrictions, embrace conservative strategies, eschew growth, and be doomed to short lives. This paper develops and examines the merits of the two perspectives, neither of which has been systematically articulated or researched. It does so in an empirical study of only small firms that are owned and managed by their founder. Within this sample, it compares firms that are FOBs, that is, family owned and managed, with non-FOBs, that is, owned and managed by a founder with no other relative involved in the business. The findings show significant support for all three aspects of the stew- ardship perspective of FOBs, and no support for any elements of the stagnation perspective.

The Architecture of Simplicity

Abstract: This article argues that over time the world views, goals, strategies, cultures, and processes of successful organizations will become more pure or “simple”: They will come to focus more narrowly on a single theme, activity, or issue at the expense of all others. This is explained by managerial, cultural, structural, and process factors within the organization. It is also attributed to both the complementary way in which these factors configure and the paradox that although simplicity may trigger ultimate failure, it can bring about Initial success. The article offers some illustrative propositions concerning the nature, causes, moderating factors, and consequences of simplicity, and it makes suggestions for conducting further research.

Psychological and Traditional Determinants of Structure.

Abstract: The authors would like to thank Jean-Marie Toulouse and Jeannine Robichaud for their help with the data gathering and sample design, Richard Germain for his advice and analytical contributions to the LISREL analysis, Morty Yalovsky, Peter H. Friesen, Donald C. Hambrick, Alex Whitmore, and Richard P. Bagozzi for their suggestions, and the Social Sciences and Humanities Research Council of Canada and the Government of Quebec FCAC program, respectively, for grants #494-84-0012 and #EQ1 867. A study was undertaken to examine the relationships of chief executive need for achievement and the traditional contingencies of size, technology, and environmental uncertaintywith organizational structure. A number of models relating the structural constructs of formalization, centralization, and integration with their hypothesized determinants were examined using LISREL and multipleregression analyses. CEO need for achievement and size were found to have the strongest relationships to most structural constructs; technology and uncertainty had very little impact on structure. The relationships between need for achievement and structure were usually highest in samples of small and young firms, suggesting that CEO personality might be influencing structure, rather than the reverse.

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.