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.

Come il mondo ha cambiato i social media

Abstract: Come il mondo ha cambiato i social media e il volume complessivo di comparazione dei risultati di un’ampia indagine etnografica, coordinata da Daniel Miller, dall’eloquente titolo “Why We Post”. Nove ricercatori, incluso Miller, hanno trascorso 15 mesi sul campo, in diversi paesi del mondo (Italia del sud, Turchia sudorientale, due siti in Cina, area rurale e area industriale, Trinidad, Inghilterra, India del sud, Cile settentrionale e Brasile) a osservare e studiare, con un approccio etnografico, i modi in cui le persone usano i social media. E un fatto indiscutibile che i social sono entrati nella nostra vita con prepotenza, in modo capillare, per certi aspetti invasivo. Con un linguaggio fluido, talvolta anche colloquiale, il lettore e condotto all’interno di un ambito che gli sembra di conoscere, se non altro perche ne siamo tutti, piu o meno, utenti, scoprendo pero quanto di valori, di comportamenti culturalmente codificati, di ‘polizia morale’ ci sia dentro i social media. L’approccio qui presentato parte infatti da un’idea un po’ diversa rispetto a quelle piu diffuse, e avvalorata nel corso della ricerca: se e indubbio che i social media hanno cambiato il mondo, la questione piu interessante riguarda pero il modo in cui il mondo li ha cambiati.

Comment bien préparer la relève

Abstract: L’entreprise familiale est le type d’entreprise le plus repandu au Quebec, au Canada et meme partout dans le monde. A l’echelle locale, elle genere a elle seule 70 % de la creation d’emploi. Toutefois, la succession des entreprises echoue trop souvent, privant ainsi les familles et l’economie nationale d’une importante source de prosperite. Que doit faire la generation actuelle pour mieux preparer la prochaine a reprendre les renes ?

Product Innovation, Firm Renewal and Family Governance

Abstract: We examine the role of product innovation as a primary vehicle for competency renewal. We model the product introduction process as a decision contingent on the pre-introduction conditions regarding the characteristics of the product portfolio, family governance and firm financial status. When shareholders value control over company assets, as in family firms, the potential loss of control due to the introduction of risky products may induce a decision-maker to avoid the introduction of products riskier than the existing product portfolio. However, if a risky product can help a company to expand its domain of competence, this preference-driven selection process can adversely affect long term company renewal. We test the moderating role of family management in a three-stage framework where the determination of the risk threshold by a family firm drives the decision to introduce a new product and, in turn, affects its ability to renew competences.

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.