Jasjit Singh

Bio: Jasjit Singh is an academic researcher from INSEAD. The author has contributed to research in topics: Corporate social responsibility & Empirical research. The author has an hindex of 24, co-authored 55 publications receiving 4919 citations. Previous affiliations of Jasjit Singh include Georgia Institute of Technology & Harvard University.

Collaborative Networks as Determinants of Knowledge Diffusion Patterns

Abstract: This paper examines whether interpersonal networks help explain two widely documented patterns of knowledge diffusion: (1) geographic localization of knowledge flows, and (2) concentration of knowledge flows within firm boundaries. I measure knowledge flows using patent citation data, and employ a novel regression framework based on choice-based sampling to estimate the probability of knowledge flow between inventors of any two patents. As expected, intraregional and intrafirm knowledge flows are found to be stronger than those across regional or firm boundaries. I explore whether these patterns can be explained by direct and indirect network ties among inventors, as inferred from past collaborations among them. The existence of a tie is found to be associated with a greater probability of knowledge flow, with the probability decreasing as the path length (geodesic) increases. Furthermore, the effect of regional or firm boundaries on knowledge flow decreases once interpersonal ties have been accounted for. In fact, being in the same region or firm is found to have little additional effect on the probability of knowledge flow among inventors who already have close network ties. The overall evidence is consistent with a view that interpersonal networks are important in determining observed patterns of knowledge diffusion.

Lone Inventors as Source of Breakthroughs: Myth or Reality?

Abstract: Are lone inventors more or less likely to invent breakthroughs' Recent research has attempted to resolve this question by considering the variance of creative outcome distributions. It has implicitly assumed a symmetric thickening or thinning of both tails, that a greater probability of breakthroughs comes at the cost of a greater probability of failures. In contrast, we propose that collaboration can have opposite effects at the two extremes: it reduces the probability of very poor outcomes - due to more rigorous selection processes - while simultaneously increasing the probability of extremely successful outcomes - due to greater recombinant opportunity in creative search. Analysis of over half a million patented inventions supports these arguments: individuals working alone, especially those without affiliation to organizations, are less likely to achieve breakthroughs and more likely to invent particularly poor outcomes. Quantile regressions demonstrate that the effect is more than an upward mean shift. We find partial mediation of the effect of collaboration on extreme outcomes by the diversity of technical experience of team members and by the size of team members' external collaboration networks. Supporting our meta-argument for the importance of examining each tail of the distribution separately, experience diversity helps trim poor outcomes significantly more than it helps create breakthroughs, relative to the effect of external networks.

Lone Inventors as Sources of Breakthroughs: Myth or Reality?

Abstract: Are lone inventors more or less likely to invent breakthroughs? Recent research has attempted to resolve this question by considering the variance of creative outcome distributions. It has implicitly assumed a symmetric thickening or thinning of both tails, i.e., that a greater probability of breakthroughs comes at the cost of a greater probability of failures. In contrast, we propose that collaboration can have opposite effects at the two extremes: it reduces the probability of very poor outcomes---because of more rigorous selection processes---while simultaneously increasing the probability of extremely successful outcomes---because of greater recombinant opportunity in creative search. Analysis of over half a million patented inventions supports these arguments: Individuals working alone, especially those without affiliation to organizations, are less likely to achieve breakthroughs and more likely to invent particularly poor outcomes. Quantile regressions demonstrate that the effect is more than an upward mean shift. We find partial mediation of the effect of collaboration on extreme outcomes by the diversity of technical experience of team members and by the size of team members' external collaboration networks. Supporting our meta-argument for the importance of examining each tail of the distribution separately, experience diversity helps trim poor outcomes significantly more than it helps create breakthroughs, relative to the effect of external networks.

Distributed R&D, Cross-Regional Knowledge Integration and Quality of Innovative Output

Abstract: We explore the impact of geographic dispersion of a firm's R&D activities on the quality of its innovative output. Using data on over half a million patents from 1,127 firms, we find that having geographically distributed R&D per se does not improve the quality of a firm's innovations. In fact, distributed R&D appears to be negatively associated with average value of innovations. This suggests that potential gains from access to diverse ideas and expertise from different locations probably gets offset by difficulty in achieving integration of knowledge across multiple locations. To investigate whether the innovating teams that do manage cross-fertilization of ideas from different locations achieve more valuable innovations, we analyze innovations for which there is evidence of such knowledge cross-fertilization along one of the followings dimensions: knowledge sourcing from remote R&D units, having at least one inventor with cross-regional ties, and having at least one inventor that has recently moved from another region. Analysis along these three dimensions consistently reveals a positive relationship between cross-regional knowledge integration and quality of resulting innovations. More generally, our findings provide new evidence regarding the importance of cross-unit integrative mechanisms for achieving superior performance in multi-unit firms.

Power, approach, and inhibition. Власть, напористость и подавленность

Abstract: Статья посвящена вопросам влияния власти на поведение человека. Авторы рассматривают данные различных источников, в которых увеличение власти связывается с напористостью, а ее уменьшение - с подавленностью. Конкретно, власть ассоциируется с: а) позитивным аффектом; б) вниманием к вознаграждению и к свойствам других, удовлетворяющим личные цели; в) автоматической переработкой информации и резкими суждениями; г) расторможенным социальным поведением. Уменьшение власти, напротив, ассоциируется с: а) негативным аффектом; б) вниманием к угрозам и наказаниям, к интересам других и к тем характеристикам я, которые отвечают целям других; в) контролируемой переработкой информации и совещательным типом рассуждений; г) подавленным социальным поведением. Обсуждаются также последствия этих паттернов поведения, связанных с властью, и потенциальные модераторы.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.