In this paper, we suggest that the characteristics of individual positions in an intraorganizational network of inventors or intrafirm knowledge network predict the likelihood with which knowledge created by an inventor is used in the firm's research and development (R&D) activities. Such choices lead to path dependence and subsequent specialization. We provide empirical evidence that a firm's R&D is concentrated in those areas where it chooses to recombine knowledge, offering support for the path-dependent evolution of capabilities. We test this theory by analyzing the R&D networks in DuPont, a highly regarded Fortune 500 chemical company. Cox Proportional Regression models of intrafirm citations on network characteristics offer strong empirical support for our theory.R&D capabilities, knowledge networks, evolutionary, path dependence

Acquisition integration is a pivotal factor in determining whether the objectives of an acquisition are achieved. In this paper, we hypothesize that the productivity of corporate scientists of acquired companies is generally impaired by integration, but that some scientists experience more disruption than others. In particular, acquisition integration will be most disruptive, leading to the most severe productivity drops, for those inventors who have lost the most social status and centrality in the combined entity. Drawing from prior literatures on the knowledge-based view of the firm, and on mergers and acquisitions, we develop hypotheses about a concise set of conditions that will lead to substantial performance drops for acquired technical personnel. We test our hypotheses, using patent application data, on a sample of 3,933 inventors in pharmaceutical firms whose companies were acquired. Results are strongly in line with our theorized expectations.

This paper proposes that a mechanism through which a firm's location in the interorganizational network influences the firm's internal innovation activities is modifying the amount of information flowing within the firm. Exploring a firm's internal innovation activities, I hypothesized that structural centrality of an inventor in the intrafirm coinventing network is associated with her impact on her firm's innovation activities in an inverted-U-shape relation. I further hypothesized that this relationship is moderated by the firm's centrality and span of structural holes in the interfirm network. I found strong support for these hypotheses in a longitudinal study of eight large pharmaceutical firms. The findings in this paper, apart from having managerial implications, have implications for research on alliances, network studies, and innovation processes.

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This article examines how the values espoused by social movements become entrenched in political culture and spawn many new kinds of institutions, which in turn shape organizations far from movements' original targets. We demonstrate the diffuse and indirect effects of social movements, and also show that the diffusion of social-movement values is often selective—some are retained, while others are discarded. Our empirical site is the Progressive movement and the early thrift industry in California. We draw on social-movement research and organizational theory to argue that a new ideal of thrift, bureaucratized cooperation among strangers, replaced the original idea of thrift, friendly cooperation among neighbors. This shift was possible only after the modernizing temper of Progressivism gave rise to two institutions, the news media and role-model organizations, that made bureaucracy culturally appropriate. The bureaucratization of thrift occurred even though it resulted in a centralization of power, which clashed with the Progressive ideal of equitably distributing power. Our study provides a compelling example of the fundamental revolution in American social organization in the twentieth century: the replacement of community-based groups by bureaucracies.