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Abstract:
Firms within an industry often find themselves tarred by the same brush. When accidents occur, stakeholders often punish both the offending firm and the entire industry. In this way, a firm's reputation may be tied to other firms, and so reputation may be a common resource shared by all members of an industry - what we term a reputation commons. As with many shared resources, an industry's reputation may be overexploited. A firm can benefit from the favorable reputation of an industry even as it takes individual actions that may harm this shared reputation. In this chapter, we explore when a reputation commons is likely to occur and discuss how firms individually and collectively respond to the problems associated with it. We propose that firms can solve the reputation commons problem by reducing the sanctioning ability of stakeholders and by privatizing reputation.

Tragedy of the commons, reputation, collective action

Abstract:
Scholars of management have long considered how institutions can help resolve market imperfections and thereby improve human welfare. Most previous research has emphasized the use of for-profit firms. Such institutions cannot effectively address many environmental problems, however, because environmental problems often transcend firm boundaries. As a result, management scholars have begun to explore the use of more distributed institutional forms. In this article, we review the emerging scholarship on the formation and function of self-regulatory institutions.

Abstract:
We extend theories of self-regulation of physical commons to analyze self-regulation of intangible commons in modern industry. We posit that when the action of one firm can cause spillover harm to others, firms share a type of commons. We theorize that the need to protect this commons can motivate the formation of a self-regulatory institution. Using data from the US chemical industry, we find that spillover harm from industrial accidents increased after a major industry crisis and decreased following the formation of a new institution. Additionally, our findings suggest that the institution lessened spillovers from participants to the broader industry.

institutions, industry self-regulation, commons problems, cooperative strategy

Abstract:
Environmental issues, while of growing interest, have been outside the main focus of business scholarship. This position on the periphery may have been a good thing. It allowed scholars of business and the environment to consider unusual theories and evaluate overlooked phenomenon. In doing so, they created a body of research that provides new insights on two topics of mainstream interest -- the sources of competitive advantage and the origin and function of self-regulatory institutions.

environmental issues, business and environment, competitive advantage

Abstract:
Environmental issues, while of growing interest, have been outside the main focus of business scholarship. This position on the periphery may have been a good thing. It allowed scholars of business and the environment to consider unusual theories and evaluate overlooked phenomenon. In doing so, they created a body of research that provides new insights on two topics of mainstream interest -- the sources of competitive advantage and the origin and function of self-regulatory institutions.

environmental issues, business and environment, competitive advantage

Abstract:
Previous research has considered extensively the causes and effects of market entry order and timing. It has neglected, however, the timeliness of such entry — the degree to which a firm delivered a new product on the date it had set for its release. In this article, we begin to fill the need for such research by evaluating some strategic explanations for why a firm might miss a scheduled entry date. We then test whether such “tardy entry” influences sales performance in the new market.

entry timing, new products, disk drive industry, reputation, managerial disfunction

Abstract:
Tokyo Electron Ltd. operates in a constrained innovation environment, defined by modular boundaries that are long standing in the industry that it serves, the global semiconductor manufacturing industry. While the original motivation for these boundaries was division of labor and partitioning of a complex problem into manageable pieces, the company is now faced with a new innovation that crosses these boundaries and offers the opportunity to significantly improve the yield and performance of the manufacturing process. While the technical solution is straightforward, it is not clear that the company's customers are prepared to accept such a change because it would cross organizational lines that manufacturers have established for control purposes. The case frames the technical question and poses the organizational question.

Abstract:
As the only significant competitor to Intel Corporation in PC microprocessors, Advanced Micro Devices faced daunting investment choices. Not only did it have to fund microprocessor design teams, it also had to fund silicon process R&D, and it faces huge capital expenditures associated with constructing its manufacturing facilities. The company was at a crossroads: it had to decide whether to partner with IBM, or align with other firms as it tried to keep up with Intel.