1. Most Cited Research in Management Science
Professor Alexander Settles

2. AJZEN, I (1991) THE THEORY OF PLANNED BEHAVIOR, ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, 1991, 50, 2,

3. What is the theory of planned behavior?
What are the attributes that influence behavior?
General attitudes
Social groupings

5. Intention x control interaction
Attitude toward the behavior
Subjective norm
Perceived behavioral control and behavior

6. Expectancy-value model of attitudes
According to this model, attitudes develop reasonably from the beliefs people hold about the object of the attitude.
We form beliefs about an object by associating it with certain attributes
Each belief links the behavior to a certain outcome
Personal or Moral Norms
Affect versus Evaluation

7. Belief – Attitude Relationship
the strength of each salient belief (b) is combined in a multiplicative fashion with the subjective evaluation (e) of the beliefs attribute, and the resulting products are summed over the n salient beliefs.
A person’s attitude (A) is directly proportional (a) to this summative belief index.

8. Normative Beliefs
The strength of each normative belief (n) is multiplied by the person’s motivation to comply (m) with the referent in question, and the subjective norm (SN) is directly proportional to the sum of the resulting products across the n salient referents

9. Perception of behavioral control
Each control belief (c) is multiplied by the perceived power (p) of the particular control factor to facilitate or inhibit performance of the behavior, and the resulting products are summed across the n salient control beliefs to produce the perception of behavioral control (PBC).

10. Article #2
BARNEY, J (1991) FIRM RESOURCES AND SUSTAINED COMPETITIVE ADVANTAGE, JOURNAL OF MANAGEMENT, 17, 1,

11. Firm Resources
Value
Rareness
Imitability
Substitutability

13. Definitions Firm Resources
Competitive Advantage – a value creating strategy not simultaneously being implemented by any current or potential competitors
Sustained competitive advantage – when other firms are unable to duplicate the benefits of the firm’s strategy

14. Models to describe the environment
Resource homogeneity, mobility and sustained competitive advantage
Resource homogeneity, mobility and First-mover Advantages
Resource homogeneity, mobility and entry/mobility barriers
Resource heterogeneity and immobility

15. Model

16. COHEN, WM and LEVINTHAL, DA (1990) ABSORPTIVE-CAPACITY - A NEW PERSPECTIVE ON LEARNING AND INNOVATION, ADMINISTRATIVE SCIENCE QUARTERLY, 35,1,

17. Research Question
Proposition: the ability of a firm to recognize the value of new, external information, assimilate it, and apply it to commercial ends is critical to its innovative capabilities
Hypothesis: Firm’s absorptive capacity is largely a function of the firm's level of prior related knowledge

18. Research Model
Create a model of firm investment in research and development (R&D), in which R&D contributes to a firm's absorptive capacity, and test predictions relating a firm's investment in R&D to the knowledge underlying technical change within an industry

19. Path Dependence and Absorptive Capacity – prior knowledge permits the assimilation and exploitation of new knowledge
Absorptive Capacity and R&D Investment - R&D generates new knowledge and contributes to the firm's absorptive capacity

22. Methods
Data and Measures – cross-sectional survey data on technology opportunity and appropriability conditions
R&D intensity – dependent variable – R&D/business unit sales and transfers
Sample size 1,719 business units representing 318 firms in 151 lines of business
Estimation methods, OLS, generalized least squares - adjust for heteroscedasticity, and Tobit, which was used when observations for which R&D expenditures were zero were included

23. WERNERFELT, B. (1984) A RESOURCE-BASED VIEW OF THE FIRM, STRATEGIC MANAGEMENT JOURNAL, 5, 2,

24. Theory
The traditional concept of strategy (Andrews, 1971) is phrased in terms of the resource position (strengths and weaknesses) of the firm
Most of formal economic tools operate on the product-market side.

25. Resource Perspective
(a) On which of the firm's current resources should diversification be based?
(b) Which resources should be developed through diversification?
(c) In what sequence and into what markets should diversification take place?
(d) What types of firms will it be desirable for this particular firm to acquire?

26. Propositions
Looking at firms in terms of their resources leads to different immediate insights than the traditional product perspective. In particular, diversified firms are seen in a new light.
One can identify types of resources which can lead to high profits. In analogy to entry barriers, these are associated with what we will call resource position barriers.
Strategy for a bigger firm involves striking a balance between the exploitation of existing resources and the development of new ones. In analogy to the growth-share matrix, this can be visualized in what we will call a resource-product matrix.
An acquisition can be seen as a purchase of a bundle of resources in a highly imperfect market. By basing the purchase on a rare resource, one can ceteris paribus maximize this imperfection and one's chances of buying cheap and getting good returns.

27. Resources First mover advantages-resource position barriers
Attractive resources
Machine capacity
Customer loyalty
Production experience
Technological leads
Mergers and acquisitions

28. Methods Model development Deductive method of logic
Supported through optimization theory

29. Demand Curves