Essec\Faculty\Model\Contribution {#2216
  #_index: "academ_contributions"
  #_id: "2898"
  #_source: array:26 [
    "id" => "2898"
    "slug" => "who-changes-course-the-role-of-domain-knowledge-and-novel-framing-in-making-technology-changes"
    "yearMonth" => "2012-09"
    "year" => "2012"
    "title" => "Who Changes Course? The Role of Domain Knowledge and Novel Framing In Making Technology Changes"
    "description" => "FURR, N.R., CAVARRETTA, F. et GARG, S. (2012). Who Changes Course? The Role of Domain Knowledge and Novel Framing In Making Technology Changes. <i>Strategic Entrepreneurship Journal</i>, 6(3), pp. 236-256."
    "authors" => array:3 [
      0 => array:3 [
        "name" => "CAVARRETTA Fabrice"
        "bid" => "B00119673"
        "slug" => "cavarretta-fabrice"
      ]
      1 => array:3 [
        "name" => "GARG Sam"
        "bid" => "B00809922"
        "slug" => "garg-sam"
      ]
      2 => array:1 [
        "name" => "FURR N. R."
      ]
    ]
    "ouvrage" => ""
    "keywords" => []
    "updatedAt" => "2021-02-02 16:16:18"
    "publicationUrl" => "https://doi.org/10.1002/sej.1137"
    "publicationInfo" => array:3 [
      "pages" => "236-256"
      "volume" => "6"
      "number" => "3"
    ]
    "type" => array:2 [
      "fr" => "Articles"
      "en" => "Journal articles"
    ]
    "support_type" => array:2 [
      "fr" => "Revue scientifique"
      "en" => "Scientific journal"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => "Les fondations d’une entreprise sont établies tôt dans sa vie quand ses dirigeants recherchent des opportunités dans leur environnement. L’équipe dirigeante traite des informations qui peuvent signaler un besoin de changement, et leur flexibilité cognitive affecte alors la chance qu’un tel changement ait lieu. Si l’origine des dirigeants influent ce processus, la littérature n’identifie pas comment l’origine en particulier influe sur l’ampleur des changements qui seront réalisés. Ainsi, nous comparons les effets différentiels entre des équipes dominées par des individus expérimentés dans le domaine d’activité focal, ou extérieur au domaine, ou par des individus complémentaires. Nous observons la population des entreprises productrices de photovoltaïque américaines entre 1992 et 2007 et nous trouvons que les équipes dominées par des individus extérieurs au domaine, en particulier le PDG, effectuent des changements de technologie plus forts. Par contre, l’expertise dans le domaine a un effet inertiel sur le changement : même combiné à une équipe complémentaire, ceci réduit la change de changement technologique. Ces résultats contribuent à la discussion sur les types et antécédents de changement organisationnel, la composition des équipes dirigeantes, et les fondements psychologiques de la stratégie."
      "en" => "The foundations of established firms are laid when, early in life, venture executives explore dynamic landscapes in search of opportunities. During this search, the executive team processes information that might signal the need to change, and their cognitive flexibility in processing this information affects the likelihood of such changes. While executive backgrounds affect this information processing, current literature does not identify how executive backgrounds impact the extent of change a firm undertakes. Therefore, we compare the effects of teams dominated by domain insiders, domain outsiders, and complementary teams (blending insiders and outsiders) on the likelihood of different degrees of technology change. In an examination of the population of U.S. solar photovoltaic manufacturing ventures from 1992 to 2007, we find that teams with extra-domain expertise, particularly at the CEO level, undertake more significant technology change. By contrast, intra-domain expertise has an inertial effect on change: even when combined in complementary team configurations, domain expertise reduces chances of significant technology change. These findings expand the discussion of types and antecedents of organization change, top management team composition, and the psychological foundations of strategy."
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-11-21T11:21:49.000Z"
    "docTitle" => "Who Changes Course? The Role of Domain Knowledge and Novel Framing In Making Technology Changes"
    "docSurtitle" => "Journal articles"
    "authorNames" => "<a href="/cv/cavarretta-fabrice">CAVARRETTA Fabrice</a>, <a href="/cv/garg-sam">GARG Sam</a>, FURR N. R."
    "docDescription" => "<span class="document-property-authors">CAVARRETTA Fabrice, GARG Sam, FURR N. R.</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2012</span>"
    "keywordList" => ""
    "docPreview" => "<b>Who Changes Course? The Role of Domain Knowledge and Novel Framing In Making Technology Changes</b><br><span>2012-09 | Journal articles </span>"
    "docType" => "research"
    "publicationLink" => "<a href="https://doi.org/10.1002/sej.1137" target="_blank">Who Changes Course? The Role of Domain Knowledge and Novel Framing In Making Technology Changes</a>"
  ]
  +lang: "en"
  +"_type": "_doc"
  +"_score": 8.953466
  +"parent": null
}