Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
The Dynamic Value of Hierarchy
Management Science
Spatial and Temporal Heterogeneity in Founding Patterns
Organization Science
Management Science
A Good Riddance? Spin-Offs and the Technological Performance of Parent Firms
Organization Science
Faraway, Yet So Close: Organizations in Demographic Flux
Organization Science
The Dynamics of Interorganizational Careers
Organization Science
Creative Projects: A Less Routine Approach Toward Getting New Things Done
Organization Science
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This paper examines the competitive consequences of interfirm mobility. Because the loss of key members (defined as top decision makers) to competing firms may amount to a replication of a firm's higher-order routines, we investigate the conditions under which interfirm mobility triggers transfer of routines across organizational boundaries. We examine membership lists pertinent to the Dutch accounting industry to study key member exits and firm dissolutions over the period 1880--1986. We exploit information on the type of membership migration (individual versus collective) and the competitive saliency of the destination firm as inferred from the recipient status (incumbent versus start-up) and its geographic location (same versus different province). The dissolution risk is highest when collective interfirm mobility results in a new venture within the same geographic area. The theoretical implications of this study are discussed.