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The Relationship between Overconfidence and the Introduction of Risky Products: Evidence from a Field Study

Academy of Management journal, 2003-04, Vol.46 (2), p.139-149

2003

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Risk bias and the link between motivation and new venture post-entry international growth

International business review, 2013-12, Vol.22 (6), p.1068-1078

2013

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Power relationships among top managers: Does top management team power distribution matter for organizational performance?

Journal of business research, 2006-05, Vol.59 (5), p.622-629

2006

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Cognitive biases, risk perception, and venture formation: How individuals decide to start companies

Journal of business venturing, 2000, Vol.15 (2), p.113-134

2000

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The influence of social capital on strategic choice: An examination of the effects of external and internal network relationships on strategic complexity

Journal of business research, 2009-12, Vol.62 (12), p.1255-1261

2009

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The Successful Product Pioneer: Maintaining Commitment while Adapting to Change

Journal of small business management, 2002-07, Vol.40 (3), p.187-203

2002

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Connecting the Two Faces of CSR: Does Employee Volunteerism Improve Compliance?

Journal of business ethics, 2009-07, Vol.87 (4), p.477-494

2009

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Instructional Design, Active Learning, and Student Performance: Using a Trading Room to Teach Strategy

Journal of management education, 2012-12, Vol.36 (6), p.753-776

2012

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Out of the frying pan…?: Why small business managers introduce high-risk products

Journal of business venturing, 2003-05, Vol.18 (3), p.419-440

2003

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No Safety in Numbers: Persistence of Biases and Their Effects on Team Risk Perception and Team Decision Making

Group & organization management, 2000-12, Vol.25 (4), p.325-353

2000

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Letter vs. Spirit: The Evolution of Compliance into Ethics

American business law journal, 2009-09, Vol.46 (3), p.453-486

2009

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'Generative dance' between tacit knowledge, expertise and organisational frameworks

International journal of strategic change management, 2009-01, Vol.1 (3), p.250

2009

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The Relationship Among Biases, Misperceptions, and the Introduction of Pioneering Products: Examining Differences in Venture Decision Contexts

Entrepreneurship theory and practice, 2002-04, Vol.27 (2), p.105-124

2002

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The Relationship Among Biases, Misperceptions and Introducing Pioneering Products: Examining Differences in Venture Decision Contexts

Entrepreneurship theory and practice, 2002-01, Vol.27 (2), p.105-124

2002

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The influence of social capital on strategic choice: An examination of the effects of external and internal network relationships on strategic complexity

Journal of business research, 2009-12, Vol.62 (12), p.1256

2009

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Making Lemonade out of Lemons: The Role of Information Processing and Strategy in Managing “Misperceived” Start-Ups

Entrepreneurial Strategic Processes, 2007, Vol.10, p.131-157

2007

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WHEN IT'S RIGHT TO BE "WRONG": THE EFFECTS OF OVERCONFIDENCE AND PLANNING ON PRODUCT PERFORMANCE IN A DYNAMIC ENVIRONMENT

Journal of small business strategy, 2011-04, Vol.22 (1), p.21

2011

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Out of the frying pan…?

Journal of business venturing, 2003-05, Vol.18 (3), p.419-440

2003

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Ethical compliance behavior in small and young firms: The role of employee identification with the firm

New England journal of entrepreneurship, 2009-03, Vol.12 (2), p.15-25

2009

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Cognitive biases, risk perception, and venture formation

Journal of business venturing, 2000-03, Vol.15 (2), p.113-134

2000

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Special research forum on governance through ownership

Academy of Management journal, 2003-04, Vol.46 (2), p.151-265

2003

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The effects of cognitive heuristics on strategic action: Overcoming the risk hurdle to first move

New England journal of entrepreneurship, 1999-04, Vol.2 (1), p.35

1999

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Succeeding at internal corporate venturing: Roles needed to balance autonomy and control

Journal of applied management studies, 1999-12, Vol.8 (2), p.145-159

1999

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MAKING LEMONADE OUT OF LEMONS: THE ROLE OF STRATEGY IN MANAGING MISPERCEIVED START-UPS

Academy of Management Proceedings, 2001, Vol.2001 (1), p.E1-E6

2001

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DO EXECUTIVES REALLY HAVE SELECTIVE PERCEPTION?

Academy of Management Proceedings, 1994, Vol.1994 (1), p.367-371

1994

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The Relationship between Overconfidence and the Introduction of Risky Products: Evidence from a Field Study

Risk bias and the link between motivation and new venture post-entry international growth

Power relationships among top managers: Does top management team power distribution matter for organizational performance?

Cognitive biases, risk perception, and venture formation: How individuals decide to start companies

The influence of social capital on strategic choice: An examination of the effects of external and internal network relationships on strategic complexity

The Successful Product Pioneer: Maintaining Commitment while Adapting to Change

Connecting the Two Faces of CSR: Does Employee Volunteerism Improve Compliance?

Instructional Design, Active Learning, and Student Performance: Using a Trading Room to Teach Strategy

Out of the frying pan…?: Why small business managers introduce high-risk products

No Safety in Numbers: Persistence of Biases and Their Effects on Team Risk Perception and Team Decision Making

Letter vs. Spirit: The Evolution of Compliance into Ethics

'Generative dance' between tacit knowledge, expertise and organisational frameworks

The Relationship Among Biases, Misperceptions, and the Introduction of Pioneering Products: Examining Differences in Venture Decision Contexts

The Relationship Among Biases, Misperceptions and Introducing Pioneering Products: Examining Differences in Venture Decision Contexts

The influence of social capital on strategic choice: An examination of the effects of external and internal network relationships on strategic complexity

Making Lemonade out of Lemons: The Role of Information Processing and Strategy in Managing “Misperceived” Start-Ups

WHEN IT'S RIGHT TO BE "WRONG": THE EFFECTS OF OVERCONFIDENCE AND PLANNING ON PRODUCT PERFORMANCE IN A DYNAMIC ENVIRONMENT

Out of the frying pan…?

Ethical compliance behavior in small and young firms: The role of employee identification with the firm

Cognitive biases, risk perception, and venture formation

Special research forum on governance through ownership

The effects of cognitive heuristics on strategic action: Overcoming the risk hurdle to first move

Succeeding at internal corporate venturing: Roles needed to balance autonomy and control

MAKING LEMONADE OUT OF LEMONS: THE ROLE OF STRATEGY IN MANAGING MISPERCEIVED START-UPS

DO EXECUTIVES REALLY HAVE SELECTIVE PERCEPTION?

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