00604nas a2200145   4500008004100000245010600041210006900147260000900216300001200225490000700237653003200244100002500276700002000301856013700321       2014                        eng d00aThe influences of capital market munificence on new-venture alliance formation in emerging industries0 ainfluences of capital market munificence on newventure alliance   c2014  a225-2430 v1210aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBarden, Jeffrey  uhttps://dev.business.oregonstate.edu/biblio/influences-capital-market-munificence-new-venture-alliance-formation-emerging-industries01411nas a2200145   4500008004100000245007100041210006700112260000900179300001400188490000700202520089700209653003201106100002001138856010701158       2012                        eng d00aThe influences of being acquired on subsidiary innovation adoption0 ainfluences of being acquired on subsidiary innovation adoption  c2012  a1269-12850 v333 aReceived research suggests that a firm subsidiary's acquisition by a new owner has countervailing effects on the subsidiary's innovation adoption behavior. On one hand, ownership change can make a subsidiary more receptive to innovation by reducing some inertial forces and introducing new resources to overcome others. Alternatively, the costs and demands of an acquisition can draw decision makers' attention away from important innovations in the technological environment. This event history study disentangles these countervailing influences by examining the influences of radio station ownership change on stations' adoptions of HD Radio® technology. The study finds that a change in ownership control does have a positive direct influence on the likelihood of technology adoption, but that it also curtails tendency for subsidiaries to subsequently mimic others' technology adoptions.10aStrategy & Entrepreneurship1 aBarden, Jeffrey  uhttps://dev.business.oregonstate.edu/biblio/influences-being-acquired-subsidiary-innovation-adoption-001226nas a2200169   4500008004100000245010400041210006900145260000900214300001200223490000700235520060200242653003200844100001500876700001700891700002000908856012800928       2010                        eng d00aThe influence of R&D investment on the use of corporate venture capital: An industry-level analysis0 ainfluence of RD investment on the use of corporate venture capit  c2010  a376-3880 v253 aWe consider how internal research and development (R&D) influences the use of corporate venture capital (CVC) and how this relationship varies across industries. We find that, in general, R&D investments increase the number of CVC deals in an industry. We also find that R&D investment has a particularly strong influence on the use of CVC in industries that are growing rapidly and changing technologically. Our analysis provides greater clarity on the relationships involving R&D and CVC in the presence of contingencies by integrating insights of absorptive capacity and real options reasoning.10aStrategy & Entrepreneurship1 aSahaym, A.1 aSteensma, K.1 aBarden, Jeffrey  uhttps://dev.business.oregonstate.edu/biblio/influence-rd-investment-use-corporate-venture-capital-industry-level-analysis-001692nas a2200169   4500008004100000245016200041210006900203260000900272300001200281490000700293520099800300653003201298100002001330700001701350700001401367856014101381       2005                        eng d00aThe influence of parent control structure on parent conflict in Vietnamese international joint ventures: an organizational justice-based contingency approach0 ainfluence of parent control structure on parent conflict in Viet  c2005  a156-1740 v363 aThere has been significant interest in understanding how the distribution of parental control over international joint ventures (IJV) influences IJV outcomes (e.g., parent conflict, survival, performance). Yet, the accumulation of research on the relationship between control structure and IJV outcomes has been somewhat inconclusive and even contradictory. We contribute to this research stream by developing an organizational justice-based contingency model relating parental control structure to parent conflict. We suggest that the level of conflict between IJV parents will depend on the consistencies between the control structure and parents' contribution of proprietary resources, and between control structure and the parents' abilities to effectively monitor operations. Our analysis of Vietnamese joint ventures provides some support for our model, and suggests that the relationship between parent control structure and IJV outcomes is perhaps more complex than previously thought.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aSteensma, K.1 aLyles, M.  uhttps://dev.business.oregonstate.edu/biblio/influence-parent-control-structure-parent-conflict-vietnamese-international-joint-ventures-0