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.

O Digital e o Humano: prospecto para uma Antropologia Digital

Abstract: O artigo busca entender as tarefas de uma AntropologiaDigital a partir de um confronto direto entre o humano eo digital. Entao, constroi seis principios centrais: 1) o digitale a dialetica; 2) a cultura e o principio da falsa autenticidade;3) transcendendo o metodo por meio do principioholistico; 4) a questao da “voz” e o principio do relativismo;5) Ambivalencia e o principio de abertura e fechamento;6) normatividade e o principio da materialidade.Palavras-chave: Digital; Humano; Antropologia Digital;cultura material

Back to the future: The effect of returning family successions on firm performance

Abstract: We study successions from a non-family CEO back to a family CEO, which we label “Type-R” successions. In our sample of 489 Italian family firms experiencing the departure of nonfamily CEOs, these successions represent 42% of all cases. Our difference-in-differences results indicate that family firms undertaking Type-R successions experience an 18% improvement in profitability. Exploring the heterogeneity underlying this result, we find that Type-R successions produce weaker results in contexts that are highly volatile and that rely on innovative inputs before succession. Finally, in studying the drivers of the performance increase we find that Type-R successions reduce labor costs and spur efficiency. Collectively, our evidence suggests that Type-R successions improve performance by leveraging family assets while avoiding dysfunctional nepotism and other parochial family priorities.

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.