Tag Archives: Forlani

Marketing

Revisiting the causes of organizational discontinuance: A diffusion theory approach offers new insights

Madhavan Parthasarathy, David Forlani
Journal of Business Market Management,Vol. 9, Issue 2, Pages: 650-676.

The purpose of this research was to develop a framework capable of classifying the reasons behind the discontinuance of supplier-distributor relationships. Using a sample of CEO’s who manage intra-national and multi-national firms, a study was run to test a typology of discontinuance built around diffusion theory’s source of influence construct (eg, the origin and valence of the information that initiates a discontinuance decision). The three types are called New Day, Strike 3 and Greener Grass. Results support the proposed typology and …
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Entrepreneurship

The University of Colorado Certificate Program in Bioinnovation and Entrepreneurship: An Update and Current Status

Madhavan Parthasarathy, David Forlani, Arlen Meyers
Journal of Commercial Biotechnology, Vol. 21 Issue 2, April 2015

The purpose of this paper is to provide an update and report the current status of the cross-campus University of Colorado Denver program in bioinnovation and entrepreneurship, details of which were first reported in the Journal of Commercial Biotechnology in 2012 5. The paper outlines the joys and challenges of implementing an inter-campus program that attempts to marry cutting-edge biotechnology innovation with a solid business foundation. The tremendous value offered by such a program, particularly …

Marketing

How Task Structure and Outcome Comparisons Influence Women’s and Men’s Risk-Taking Self-Efficacies: A Multi-Study Exploration

David Forlani
Psychology & Marketing, Vol, Issue 12, pages 1088–1107, December 2013

To explore inconsistent findings in the perceived self-efficacy and entrepreneurship literatures as they relate to the type of complex, risky decisions (i.e., those that commit financial resources to generate new revenue) made by marketing managers, entrepreneurs, and corporate intrapreneurs, this paper uses a series of four theoretically driven, empirical studies to investigate gender differences in risk-taking self-efficacies (i.e., one’s perceived abilities to make financially risky, business development decisions). The results indicate the following: (1) no gender differences in risk-taking self-efficacies absent a task; (2) after performing a complex, risk-laden task, the risk-taking self-efficacies of subjects receiving negatively valenced outcome information and women were less than those of subjects receiving positively valenced outcome information and men; (3) this effect remains for women when experience in the task domain is high and when diagnostic information about prior outcomes is provided; (4) the reason for the effect appears to be that men and women use information about their prior decision’s outcomes differently when assessing their risk-taking self-efficacies; and (5) the effect disappears when social cues intended to facilitate accurate performance comparisons are introduced into the task environment. These findings support existing theories, identify areas needing development, and show how these effects can limit participation in both complex, risk-laden tasks and careers that are thought to involve performing such tasks.

Entrepreneurship

The University of Colorado certificate program in bioinnovation and entrepreneurship: an interdisciplinary, cross-campus model

Madhavan Parthasarathy, David Forlani, Arlen Meyers
Journal of Commercial Biotechnology, Vol. 18 Issue 1, January 2012, pp. 70-78.

In keeping with an emerging literature on the role of business education in the
development of entrepreneurially-intentioned biotechnologists, this paper describes the actions and experiences of an entrepreneurship program that began in the late 1990’s. Along the way it illustrates how a business-centric approach can shift the budding entrepreneur’s perspective from a product to a market orientation when considering an innovation’s commercialization. While the developmental timeline and specific stages of …

Entrepreneurship, Marketing

Do satisfied customers bad-mouth innovative products?

Parthasarathy, Madhavan and Forlani, David
Psychology & Marketing; Dec. 2010, Vol. 27 Issue 12, pp. 1134-1153

For many years marketing academics have recommended, and practitioners have implemented, organization-wide programs that measure customers’ levels of satisfaction with a firm’s offerings because it is believed that satisfied customers are both more likely to continue using a previously adopted product and less likely to engage in negative word-of-mouth communication. Given the ubiquity of product-review forums resulting from today’s increasing levels of e-commerce, this paper pairs cause constructs from the diffusion literature with effect constructs from the satisfaction and services literatures to reconsider that perspective. Specifically, it examines the relationships bet-ween six perceived innovation attributes known to influence a new product’s diffusion process and two post-adoption behaviors, satisfaction and negative word-of-mouth communication. The results quash previous assumptions that satisfaction mediates negative word-of-mouth communication and reveal that satisfied customers do speak ill of previously adopted products. Implications for both theory and practice are also presented.

Marketing

Do satisfied customers badmouth innovative products?

Madhavan Parthasarathy, David Forlani
Psychology & Marketing,Vol. 27, Issue 12, Pages: 1134-1153.

For many years marketing academics have recommended, and practitioners have implemented, organization-wide programs that measure customers’ levels of satisfaction with a firm’s offerings because it is believed that satisfied customers are both more likely to continue using a previously adopted product and less likely to engage in negative word-of-mouth communication. Given the ubiquity of product-review forums resulting from today’s increasing levels of e-commerce, this paper pairs cause constructs from the diffusion …
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Entrepreneurship, Marketing

Managerial risk perceptions of international entry-mode strategies: The interaction effect of control and capability

David Forlani, Madhavan Parthasarathy, Susan M. Keaveney
International Marketing Review Vol. 25 Issue 3, p. 292-311

Purpose – The primary purpose of this paper is to investigate how opportunity for control and firm capability interact to moderate the amount of risk that managers associate with various international entry-mode strategies. A secondary goal is to investigate how managers perceive the need to retain control over three core functional areas (marketing, production, and R&D) when making entry-mode decisions.
Design/methodology/approach – A field experiment design was implemented in a sample of US business owner/executives. Using an online data collection method, the study asked a sample of small-business owners and managers to assess the amount of risk they associated with three modes of entering the Japanese market: non-ownership (export), equal partnership (50/50 joint-venture), and sole-ownership. They were also asked how much control they needed to retain over R&D, production, and marketing for the venture to be successful.
Findings – Ownership-provided control interacts with capability to influence managerial risk perceptions. Managers in lower-capability firms see the least risk in the non-ownership entry mode while those in higher-capability firms see the least risk in the equal-partnership entry mode. Managers believe that for a new venture in a foreign market to be successful, control should be retained over the R&D function, regardless of entry mode.
Research limitations/implications – The findings appear to reconcile some of the conflicting predictions of the transaction cost and resource-based theoretical perspectives, because it appears that international managers consider both control (internationalization theory) and capability (resource-based theory) when judging the perceived risk of an entry strategy.
Practical implications – For firms that are incapable of managing in an international context, a low-control no-ownership entry mode is perceived as the least risky approach; for firms that have some capability for international management, then a partial-ownership mode such as a 50/50 joint-venture is perceived as having lower risk than no-ownership. In non-ownership and joint-venture type entry modes, managers are more apt to outsource the marketing function to an agent/partner, but not R&D. In contrast, managers believe that marketing needs to be maintained in-house when utilizing a sole-ownership entry mode.
Originality/value – By illustrating the role of perceived risk in foreign-market entry-mode decisions and demonstrating how capabilities interact with ownership-provided control to moderate these perceptions, the paper’s findings suggest that managers’ risk perceptions may mediate the effects of firm-specific factors, and thus contributes significantly to both theory and practice.

Entrepreneurship, Marketing

Missing the boat or sinking the boat: a study of new venture decision making

Mullins, John W. and Forlani, David
Journal of Business Venturing Vol. 20 Issue 1, p. 47-69

Taking two conceptualizations of risk, Dickson and Giglierano’s [J. Mark. 50 (1986) 58] nautical analogy of entrepreneurial risk (sinking vs. missing the boat) to represent the likelihood of loss element of new venture risk, and March and Shapira’s [Manage. Sci. 33 (1987) 1404] risk as hazard (boat size) to represent the magnitude of loss element of new venture risk, we investigated how two contextual factors, the suitability of entrepreneurs’ skills and their sources of funds, and two individual differences factors, the entrepreneurs’ risk propensities and their perceptions of risk, influence their new venture decision making. Metaphorically speaking, we found that most entrepreneurs would rather risk missing than sinking the boat, and that they preferred to pilot bigger craft than smaller ones. Perhaps surprisingly, our sample of highly successful entrepreneurs made relatively risk-averse choices, with 83% choosing either of the two ventures for which the chances for loss were lowest. We also found that the source of new venture funding – the entrepreneur’s own money versus that of investors – influenced our subjects’ choices between ventures whose chances for loss or gain differed. A similar effect was found for the entrepreneur’s risk propensity. On the other hand, we found that the risk the entrepreneurs perceived in the choice set also influenced choices, but only where the magnitude of the new venture’s potential gain or loss varied. When viewed in total, our study and results suggest a risk- and reward-based typology of new venture opportunities, one that may provide a conceptual foundation for future explorations of a variety of questions relevant for entrepreneurs and theorists alike.