My Publications

@article{Schuler2025,

title = {Individual foresight: Concept, operationalization, and correlates},

author = {Benedikt Alexander Schuler and Johann Peter Murmann and Marie Beisemann and Ville Satopää},

doi = {10.1016/j.ijforecast.2025.01.003},

issn = {0169-2070},

year  = {2025},

date = {2025-10-00},

urldate = {2025-10-00},

journal = {International Journal of Forecasting},

volume = {41},

number = {4},

pages = {1521--1538},

publisher = {Elsevier BV},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2024b,

title = {Editor's Introduction to a Discussion, Debate, and Dialogue (D3) Forum on the Similarities and Differences between Medical and Management Research},

author = {Johann Peter Murmann},

doi = {10.1017/mor.2024.25},

issn = {1740-8784},

year  = {2024},

date = {2024-08-00},

urldate = {2024-08-00},

journal = {Manag. Organ. Rev.},

volume = {20},

number = {4},

pages = {695--696},

publisher = {Cambridge University Press (CUP)},

abstract = {<jats:p>In the previous issue (Vol. 20, Issue 3), we published a perspective article entitled ‘Responsible Research: Reflections of Two Business Scholars Doing Mental Health Research during COVID-19’, by Zhang and Chen. The pair represents two management scholars who ventured into medical research during the COVID pandemic. Zhang and Chen shared their insights from this exploration with the broader community of management scholars, highlighting key differences in how the field of medicine balances the goals of rigor and relevance and judges what research deserves to be published.</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Kapoor2023,

title = {The organizational and technological origins of the U.S. shale gas revolution, 1947 to 2012},

author = {Rahul Kapoor and Johann Peter Murmann},

doi = {10.1093/icc/dtad021},

issn = {1464-3650},

year  = {2024},

date = {2024-01-30},

urldate = {2024-01-30},

volume = {33},

number = {1},

pages = {106--125},

publisher = {Oxford University Press (OUP)},

abstract = {<jats:title>Abstract</jats:title>

               <jats:p>We explore the origins and the development of hydraulic fracking technology that made possible United States’ unexpected rise as a top producer of oil and gas. As hydraulic fracking was first used extensively to produce shale gas and only later to produce shale oil, we focus on analyzing what is often referred to as the “shale gas revolution.” We trace how the shale gas ecosystem evolved, what role different actors played in the unexpected shale gas revolution, and how the strategies and knowledge bases of the different actors differed and evolved over time.</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann_2024,

title = {The Rise of China and the Specter of a Superpower War: Avoiding the Curse of History at the Grassroots},

author = {Johann Peter Murmann},

doi = {10.1017/mor.2024.51},

year  = {2024},

date = {2024-01-01},

urldate = {2024-01-01},

journal = {Management and Organization Review},

volume = {20},

number = {6},

pages = {946–957},

abstract = {Johann Peter Murmann’s “The Rise of China and the Specter of a Superpower War: Avoiding the Curse of History at the Grassroots” (2024) is both a scholarly reflection on China’s extraordinary economic ascent and a call for academic and civic engagement to prevent a new superpower conflict.

Murmann begins by tracing his decades-long research into innovation and industrial evolution, starting from the 19th-century synthetic dye industry. His early work on Germany’s leadership in dyes evolved into studying China’s dominance in that field after 1995. He attributes China’s success to regional policy variations, entrepreneurial dynamism, and local institutional flexibility—factors often underestimated in Western analyses.

As deputy editor of Management and Organization Review (MOR), Murmann focused on China’s transition from imitation to innovation. He co-edited China’s Innovation Challenge (2016), which debated whether China could avoid the “middle-income trap.” While Justin Lin predicted continued growth without systemic reform, Gordon Redding argued that reaching U.S. income levels required decentralization. Murmann’s empirical studies later confirmed China’s increasing innovation capacity between 2015–2020, though challenges remain in private-sector autonomy and academic freedom.

Examining sectors like digital technology, electric vehicles, and telecommunications, Murmann highlights how Chinese firms such as Huawei, Tencent, BYD, and NIO leveraged intense domestic competition, government support, and large-scale market experimentation to innovate globally. Yet this industrial rise parallels growing geopolitical tension with the United States. Drawing historical analogies to pre–World War I Germany and Britain, Murmann warns that structural rivalry could lead to catastrophic conflict—what Graham Allison terms “Thucydides’s Trap.”

Murmann concludes by urging educators, especially management scholars, to foster grassroots understanding between China and the West. Echoing Immanuel Kant and Chinese philosopher Kang Youwei, he envisions a “great community” of peaceful coexistence. He calls for intellectual exchange, humility, and dialogue to “bend the arc of history” away from war and toward mutual prosperity and perpetual peace.},

keywords = {China, Innovation, Superpower Conflict},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2023,

title = {Debate on Informal Interpersonal Networks: \textit{Guanxi} vs. \textit{Wasta}},

author = {Johann Peter Murmann},

doi = {10.1017/mor.2023.35},

issn = {1740-8784},

year  = {2023},

date = {2023-10-00},

urldate = {2023-10-00},

journal = {Manag. Organ. Rev.},

volume = {19},

number = {5},

pages = {1039--1039},

publisher = {Cambridge University Press (CUP)},

abstract = {<jats:p>MOR's D3 section seeks to stimulate dialogue, debate, and discussion among scholars. When I took over as editor of D3, MOR's editorial team brainstormed how to further develop the D3 feature. We agreed that in addition to seeking original articles, we also wanted to encourage debate on articles that have already appeared in MOR. In this issue, we publish a commentary on Shaalan, Eid, and Tourky's (2022) article ‘De-Linking from Western Epistemologies: Using <jats:italic>Guanxi</jats:italic>-Type Relationships to Attract and Retain Hotel Guests in the Middle East’. The commentary, entitled ‘Questioning the Appropriateness of Examining <jats:italic>Guanxi</jats:italic> in a <jats:italic>Wasta</jats:italic> Environment: Why Context Should Be Front and Center in Informal Network Research’, has been written by Horak, Abosag, Hutchings, Alsarhan, Ali, Al-Twal, Weir, ALHussan, and AL-Husan (2023). As their title suggests, the commentators take issue with transferring the concept of <jats:italic>guanxi</jats:italic> into an environment in which another idea about informal interpersonal networks, <jats:italic>wasta</jats:italic>, already exists. I sense that the desire to write a critical comment was fueled by the fact that Shaalan et al. (2022) never referred to the concept of ‘<jats:italic>wasta</jats:italic>’ in their original article. We invited the authors of the original article to write a rejoinder (Shaalan, Eid, & Tourky, 2023) in which they emphasize even further that they only argue that <jats:italic>guanxi</jats:italic>-type relationships exist in the Middle East and not that <jats:italic>guanxi</jats:italic> itself exists.</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{jiang_murmann_2022,

title = {Functional Knowledge versus Strategic Knowledge: What Type of Knowledge Matters Most for the Long-Term Performance of Startups},

author = {Hong Jiang and Johann Peter Murmann},

doi = {10.1017/mor.2021.77},

year  = {2023},

date = {2023-03-01},

urldate = {2023-03-01},

journal = {Management and Organization Review},

volume = {19},

number = {3},

pages = {417-461},

publisher = {Cambridge University Press},

abstract = {Past studies have shown that the flow of knowledge from incumbent firms is associated with the creation of startups and their subsequent performance. While much research has focused on the mechanisms of how incumbent-to-startup knowledge transfer takes place, such as entrepreneurs pursuing opportunities that their previous employers do not want to pursue, we explore with detailed qualitative analysis of six private startups in the Chinese synthetic-dye industry what type of knowledge actually flows and what type is more important for the long-term success of startups. We discover eight types of knowledge that flow from incumbents to new firms during the foundation of startups. Abstracting these eight types of knowledge into two general categories of functional knowledge and strategic knowledge, we find the reception of strategic (not functional) knowledge shapes the long-term competitiveness of surviving startups. Receiving technical knowledge – one type of functional knowledge – during the founding period is necessary for startups’ short-term survival but insufficient for long-term success. Our findings show that the performance implications of initial knowledge flows from incumbents hinge on the type of knowledge, contributing to a more explicit explanation of how incumbent-to-startup knowledge flows affect entrepreneurial performance.},

keywords = {China, Dye Industry, Innovation},

pubstate = {published},

tppubtype = {article}

}

@article{jiang_murmann_2022b,

title = {The Rise of China's Digital Economy: An Overview},

author = {Hong Jiang and Johann Peter Murmann},

url = {https://u.pcloud.link/publink/show?code=XZdrWSVZ00bHtvQxTW7YQQalH06dKJXL3Loy},

doi = {10.1017/mor.2022.32},

year  = {2022},

date = {2022-01-01},

urldate = {2022-01-01},

journal = {Management and Organization Review},

volume = {18},

number = {4},

pages = {790–802},

publisher = {Cambridge University Press},

abstract = {To stimulate a debate about the rise of China's digital economy, this essay compares China and the US in one key area of the digital economy – e-commerce and internet-based services. China still lags behind the US in internet penetration, but it distinguishes itself by building a mobile-first, fiber-intensive, and inclusive digital infrastructure. A favorable infrastructure, innovations tailored to the large Chinese market, and local firms’ rapid commercialization of products and services turned the world's largest domestic population into active online consumers, helping China overtake the US by a large margin in retail e-commerce and digital payment. While China translated digital technologies into leading business-to-customer and customer-to-customer businesses, it has not been so successful in business-to-business services. The US is still ahead in the general-purpose technologies underlying the digital economy.},

keywords = {China, Innovation},

pubstate = {published},

tppubtype = {article}

}

@article{hochstrasser_murmann_2021,

title = {China Innovation Capacity Growth Index 2015 and 2020},

author = {Annika Hochstrasser and Johann Peter Murmann},

doi = {10.1017/mor.2021.59},

year  = {2021},

date = {2021-01-01},

urldate = {2021-01-01},

journal = {Management and Organization Review},

volume = {17},

number = {4},

pages = {861-867},

publisher = {Cambridge University Press},

abstract = {It is of interest in China and across the world to predict whether China will catch up with the most economically advanced nations in innovation capacity. To facilitate an ongoing assessment of China's innovation capacity, the article develops a China Innovation Capacity Growth Index composed of eight separate measures. China's performance in 2020 is compared to the baseline from 2015, showing that China has progressed in six of the eight measures. This article and the accompanying Technical Appendix explain each of the measures, including the sources for the data, and report the changes in performance over time.},

keywords = {Innovation, Innovation Index},

pubstate = {published},

tppubtype = {article}

}

@article{murmann_guo_huang_2021,

title = {A Dynamic Perspective on Huawei},

author = {Johann Peter Murmann and Bin Guo and Can Huang},

doi = {10.1017/mor.2021.31},

year  = {2021},

date = {2021-01-01},

urldate = {2021-01-01},

journal = {Management and Organization Review},

volume = {17},

number = {5},

pages = {1087-1100},

publisher = {Cambridge University Press},

abstract = {Huawei is one of China’s most prominent multinational corporations (MNCs). As Huawei has been caught in the middle of a geopolitical struggle between China and the USA, Huawei received disproportionate attention in the Western press since 2018 when the US government stepped up its efforts to persuade other Western countries to ban Huawei’s 5G technology from their telecommunication infrastructures. We have been researching the development of Huawei into an MNC for several years, analyzing how Huawei managed to grow from 50 employees in 1987 to over 194,000 employees today (Huawei 2019). Our findings recently came out in a book entitled “The Management Transformation of Huawei: From Humble Beginnings to Global Leadership” (Wu et al. 2020). Like Yan, Hu and Dong (2021), we have been impressed by Huawei’s ability to transform itself. In our commentary, we will first consider Yan, Hu and Dong’s (2021) paper “The Transformation of Huawei Mobile: Managing Complementary Assets to Build Cross-Functional Ambidexterity” and then Hong and Snell’s (2021) paper “Headquarters Control and its Legitimation in a Chinese Multinational Corporation: The Case of Huawei.” Because the papers have such a different focus it makes sense to treat them individually and conclude with reflections that apply to both. },

keywords = {Change, Dynamic Capabilities, Huawei, Routines},

pubstate = {published},

tppubtype = {article}

}

@article{murmann_zhi,

title = {What Enables a Chinese Firm to Create New-to-the-World Innovations? A Historical Case Study of Intrafirm Coopetition in the Instant Messaging Service Sector},

author = {Johann Peter Murmann and Zhijing Zhu},

doi = {10.1287/stsc.2021.0142},

year  = {2021},

date = {2021-01-01},

urldate = {2021-01-01},

journal = {Strategy Science},

volume = {6},

number = {4},

pages = {265-445},

abstract = {Chinese firms have been widely seen as imitative. This historical case study explores what organizational mechanisms allowed Tencent, a Chinese firm in the fast-changing instant messaging (IM) service sector, to achieve a new-to-the-world innovation with its WeChat smartphone app. Tracing the competitive dynamics in the Chinese IM sector from its inception, we found that Tencent was able to create the innovative WeChat product through a crisis-induced intrafirm coopetition dynamic that was embedded in variation-selection-retention evolutionary processes spanning the market, the firm, and the business unit levels. Building on the intrafirm coopetition and evolutionary literatures, the paper shows that three business units simultaneously competed and cooperated in developing alternative IM products while being exposed to market selection for survival. The coopetition dynamic took place in three key areas: technology, product promotion, and complementary assets of suppliers. The relative balance between competition and cooperation changed over time, and top management guidance and firm-level routines were essential in managing the challenges of coopetition within the firm.},

keywords = {Coopetition, Evolutionary Theory, Tencent, WeChat},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2020,

title = {Historical methods in the social sciences: Commentary on Schoemaker 2020},

author = {Johann Peter Murmann},

doi = {10.1002/ffo2.55},

issn = {2573-5152},

year  = {2020},

date = {2020-09-00},

urldate = {2020-09-00},

journal = {Futures & Foresight Science},

volume = {2},

number = {3-4},

publisher = {Wiley},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Bhagavatula2019,

title = {Innovation and Entrepreneurship in India: An Overview},

author = {Suresh Bhagavatula and Ram Mudambi and Johann Peter Murmann},

doi = {10.1017/mor.2019.52},

issn = {1740-8784},

year  = {2019},

date = {2019-09-00},

urldate = {2019-09-00},

journal = {Manag. Organ. Rev.},

volume = {15},

number = {03},

pages = {467--493},

publisher = {Cambridge University Press (CUP)},

abstract = {<jats:title>ABSTRACT</jats:title><jats:p>India began the process of market liberalization that opened it to significant interactions with the world economy in 1991. In this essay, we provide an overarching view of the country's journey toward integration with the global innovation and entrepreneurship network. Major nodes in this global network have two major components that may be metaphorically referred to as ‘pillars and ivy’. Globally connected multinational enterprises (MNEs) form the pillars. Agile startups are the ivy, and their success (metaphorically, the height to which they can climb) depends on their symbiotic connections with the pillar MNEs. Both components are essential and reinforce each other. Without MNEs, the scaling of startups is hampered. Without a vibrant population of startups, MNEs’ interest in a location remains driven by cost, rather than capability and creativity. MNEs (mainly foreign) provided the initial sparks for the formation of the Indian innovation and entrepreneurship ecosystem. We chart the subsequent growth of India's startups. They began in the information technology (IT) sector but now cover a much wider range of industries. Today, India's innovation and entrepreneurship ecosystem is one of the largest in the world, with global integration in terms of technology, financing, human capital, and administration.</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{perkins_murmann_2018,

title = {What Does the Success of Tesla Mean for the Future Dynamics in the Global Automobile Sector?},

author = {Greg Perkins and Johann Peter Murmann},

doi = {10.1017/mor.2018.31},

year  = {2018},

date = {2018-01-01},

urldate = {2018-01-01},

journal = {Management and Organization Review},

volume = {14},

number = {3},

pages = {471–480},

publisher = {Cambridge University Press},

abstract = {After reading Jacobides, MacDuffie, and Tae (2016), the success of Tesla in launching a new automobile company in a crowded sector puzzled us. Jacobides, MacDuffie, and Tae (2016) had convinced us that developing the capabilities to become the manufacturer of a complete, safe automobile system would be quite difficult. Researching the development history of Tesla, we have pieced together the key features of how Tesla achieved its successful entry into the automobile sector. From this we have concluded, based on the development time and costs associated with the Tesla Model S, that a well-funded company could develop a new electric vehicle (EV) from scratch and move it into production within 3 to 5 years, by spending $1–2 billion of capital for design, development, and manufacturing. Without a doubt, increasing production to the levels of mass producers would take much longer, but the Telsa example demonstrates that new entry into the industy has become feasible. Tesla’s trajectory, from start-up on the brink of bankruptcy to a company mass producing electric vehicles within 5 years, raises important questions about the future of the global automobile sector. What would prevent Apple and Google, two companies that clearly have the resources to fund $2B in R&D, from entering the market and contesting fiercely with the dominant OEMs such as GM, Ford, VW, Mercedes, and Toyota? There are already many ventures in the Chinese electric automobile sector, such as BYD, Qiantu, NIO, and many more. Inspired by the success of Tesla, why would Chinese software and internet giants such as Tencent and Alibaba not enter this large market given that Tesla did not have prior experience and was able to get a successful car ready for sale within 5 years? In this perspective piece, we offer our reflections on the implications of the success of Tesla for the dynamics of the global automobile sector. We will appraise the chances that Chinese firms will for the first time become leading players in pushing the frontier of automotive technology, a goal that has eluded them over the past 30 years despite massive government efforts to create strong home-grown auto companies.},

keywords = {autos, Innovation, Tesla},

pubstate = {published},

tppubtype = {article}

}

@article{Lewin2016,

title = {The Critique of Empirical Social Science: New Policies at\textit{Management and Organization Review}},

author = {Arie Y. Lewin and Chi-Yue Chiu and Carl F. Fey and Sheen S. Levine and Gerald McDermott and Johan Peter Murmann and Eric Tsang},

doi = {10.1017/mor.2016.43},

issn = {1740-8784},

year  = {2016},

date = {2016-12-00},

urldate = {2016-12-00},

journal = {Manag. Organ. Rev.},

volume = {12},

number = {4},

pages = {649--658},

publisher = {Cambridge University Press (CUP)},

abstract = {<jats:p>At the June 2016 meeting of the International Association for Chinese Management Research, MOR organized a symposium to discuss the mounting criticisms of empirical social science and subsequent changes, as part of ongoing discussions affecting journal reviewing policies. This article overviews the history of modern empirical social science as the foundation of management, organization, and strategy research and the criticism of social science research, which has reached the point that some critics refer to current publication norms as encouraging and enabling the publication of junk science. Most importantly, however, this article outlines MOR's strategy going forward and the new reviewing initiatives that MOR is implementing as of Volume 13 (2017).</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Brenner2015,

title = {Using simulation experiments to test historical explanations: the development of the German dye industry 1857-1913},

author = {Thomas Brenner and Johann Peter Murmann},

doi = {10.1007/s00191-015-0430-8},

issn = {1432-1386},

year  = {2016},

date = {2016-10-00},

urldate = {2016-10-00},

journal = {J Evol Econ},

volume = {26},

number = {4},

pages = {907--932},

publisher = {Springer Science and Business Media LLC},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Bermiss2014,

title = {Who matters more? The impact of functional background and top executive mobility on firm survival},

author = {Y. Sekou Bermiss and Johann P. Murmann},

doi = {10.1002/smj.2320},

issn = {1097-0266},

year  = {2015},

date = {2015-11-00},

urldate = {2015-11-00},

journal = {Strategic Management Journal},

volume = {36},

number = {11},

pages = {1697--1716},

publisher = {Wiley},

abstract = {<jats:p>

                    <jats:italic>Do some top executives matter more than others? Integrating insights from upper echelons and executive mobility research, we suggest that the functional roles performed by top executives shape their value to the firm. We examine the effects of interfirm executive mobility on firm survival for New York City advertising firms from 1924 to 1996. We find that, while losing any top executive is damaging, the loss of a top executive whose functional role focuses on internal firm processes is more detrimental to firm survival than losing a top executive whose functional role focuses on managing external exchange relationships. Additionally, in situations when multiple executives leave simultaneously, firms are more negatively affected when the group departing is functionally heterogeneous</jats:italic>

                    . Copyright © 2014 John Wiley & Sons, Ltd.

                  </jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2015,

title = {Deepening the conversation between business history and evolutionary economics},

author = {Johann Peter Murmann},

doi = {10.1080/00076791.2014.975122},

issn = {1743-7938},

year  = {2015},

date = {2015-07-04},

urldate = {2015-07-04},

journal = {Business History},

volume = {57},

number = {5},

pages = {705--715},

publisher = {Informa UK Limited},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2015b,

title = {The role of home country demand in the internationalization of new ventures},

author = {Johann Peter Murmann and Salih Zeki Ozdemir and Deepak Sardana},

doi = {10.1016/j.respol.2015.03.002},

issn = {0048-7333},

year  = {2015},

date = {2015-07-00},

urldate = {2015-07-00},

journal = {Research Policy},

volume = {44},

number = {6},

pages = {1207--1225},

publisher = {Elsevier BV},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2014,

title = {How Fast Can Firms Grow?},

author = {Johann Peter Murmann and Jenny Korn and Hagen Worch},

doi = {10.1515/jbnst-2014-2-307},

issn = {2366-049X},

year  = {2014},

date = {2014-04-01},

urldate = {2014-04-01},

volume = {234},

number = {2-3},

pages = {210--233},

publisher = {Walter de Gruyter GmbH},

abstract = {<jats:title>Summary</jats:title>

               <jats:p> Building on recent research on dynamic, high-growth firms - so-called “gazelles” - this paper explores a simple question that is important in both theoretical and practical terms: What is the fastest rate at which firms can grow? Based on a sample of seven high-growth firms (Cisco, GM, IBM, Microsoft, Sears, Starbucks, and US Steel), we find that 162% is the maximum sales growth rate in any one year that an established company can grow without mergers and acquisitions, while the maximum rate of employee growth is approximately 115% even including some mergers and acquisitions. All of the companies in our sample attained a maximum sales growth rate of above 50%, with most hovering around 75%. Furthermore, the firms’ growth rates exhibit similar patterns. No company experienced its maximum sales growth rate toward the latter part of its history. Every company experienced its slowest employee growth rate after attaining its maximum employee growth rate, usually within a decade of one another. Most importantly, all firms show an average sales growth that exceeds the average employee growth. This finding is an indication that successful growing firms have a superior capability to continuously improve employment efficiency and adjust organizational structures to suit an increasing workforce.</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{murmann_2014,

title = {Reflections on Choosing the Appropriate Level of Abstraction in Social Science Research},

author = {Johann Peter Murmann},

url = {http://professor-murmann.net/publications/Murmann-2014-Management_and_Organization_Review.pdf},

doi = {10.1017/S1740877600004319},

year  = {2014},

date = {2014-01-01},

urldate = {2014-01-01},

journal = {Management and Organization Review},

volume = {10},

number = {3},

pages = {381–389},

publisher = {Cambridge University Press},

abstract = {Although researchers often do it subconsciously, every explanation involves choosing a level of abstraction at which the argument proceeds. The dominant North American style of research in Organization Theory, Strategy, and International Business encourages researchers to frame their explanations at the highest level of abstraction where country-level contextual factors are suppressed or ignored. Yet to provide powerful explanations for recent developments in China, researchers are drawn to a greater level of context specificity. This tension is evident in the Child and Marinova (2014) paper. One way to reduce the tension is to identify general causal mechanisms that combine in different ways to produce different results depending on context. This research strategy is more effective than seeking invariant, general patterns of development across all times and places.},

keywords = {Private Enterprise, SOEs, Unit of Analysis},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2012b,

title = {The co-development of industrial sectors and academic disciplines},

author = {J. P. Murmann},

doi = {10.1093/scipol/scs083},

issn = {1471-5430},

year  = {2013},

date = {2013-04-01},

urldate = {2013-04-01},

journal = {Science and Public Policy},

volume = {40},

number = {2},

pages = {229--246},

publisher = {Oxford University Press (OUP)},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2012,

title = {Successful entrepreneurs minimize risk},

author = {Johann Peter Murmann and Deepak Sardana},

doi = {10.1177/0312896212444114},

issn = {1327-2020},

year  = {2013},

date = {2013-04-00},

urldate = {2013-04-00},

journal = {Australian Journal of Management},

volume = {38},

number = {1},

pages = {191--215},

publisher = {SAGE Publications},

abstract = {<jats:p> Many scholars see entrepreneurs as action-oriented individuals who use rules of thumb and other mental heuristics to make decisions, but who do little systematic planning and analysis. We argue that what distinguishes successful from unsuccessful entrepreneurs is precisely that the former vary their decision-making styles, sometimes relying on heuristics and sometimes relying on systematic analysis. In our proposed framework, successful entrepreneurs assess their level of expertise and the level of ambiguity in a particular decision context and then tailor their decision-making process to reduce risk. </jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2013,

title = {The Coevolution of Industries and Important Features of Their Environments},

author = {Johann Peter Murmann},

doi = {10.1287/orsc.1110.0718},

issn = {1526-5455},

year  = {2013},

date = {2013-02-00},

urldate = {2013-02-00},

journal = {Organization Science},

volume = {24},

number = {1},

pages = {58--78},

publisher = {Institute for Operations Research and the Management Sciences (INFORMS)},

abstract = {<jats:p>As the rate of innovation increases, organizational environments are becoming faster and more complex, posing greater challenges for organizations to adapt. This study argues that the concept of coevolution offers a bridge between the prescient adaptationist and ex post selectionist perspectives of organizational change to account for the increasing rates of change. The mutual causal influences in a coevolutionary relationship help explain why competing sets of firms or individual firms can capture dominant shares in product markets. Using a comparative historical method and drawing on evidence from five countries over a 60-year period, this paper inquires how precisely coevolutionary processes work in shaping the evolution of industries and important features of their environments. It identifies—in the context of the synthetic dye industry—three causal mechanisms (exchange of personnel, commercial ties, and lobbying) and suggests how they acted as levers on the fundamental mechanisms of evolution. Understanding the levers is important for managing change in a world that is increasingly becoming coevolutionary, requiring managers to focus more on the emergent, system-level properties of their environments.</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{10.1093/icc/dtr070,

title = {Regional institutions, ownership transformation, and migration of industrial leadership in China: the case of the Chinese synthetic dye industry, 1978–2008},

author = {Hong Jiang and Johann Peter Murmann},

url = {https://doi.org/10.1093/icc/dtr070},

doi = {10.1093/icc/dtr070},

issn = {0960-6491},

year  = {2011},

date = {2011-01-01},

urldate = {2011-01-01},

journal = {Industrial and Corporate Change},

volume = {21},

number = {4},

pages = {933-970},

abstract = {Scholars have emphasized the gradual ownership transformation of enterprises as a key driver of the Chinese economy's unprecedented growth. However, little work has been done on the issue of whether this transformation process takes place evenly across the various regions in China. This article describes the important role of regional institutions in shaping the ownership-based competitiveness of local enterprises and the migration of industries across regions. In the case of the Chinese synthetic dye industry, the passing of leadership from state-owned enterprises (SOEs) to collectively owned enterprises (COEs) and then to private enterprises (PEs) was accompanied by a concurrent leadership migration from one region to another. The article contends that this simultaneous occurrence was not accidental. Four institutional constraints—the degree of central supervision, the local labor arrangements, the local social welfare provision, and the degree of ambiguity in property rights—retarded the rise of new ownership forms in the previously dominant regions. This gave other regions the opening to take over leadership positions by providing a more favorable institutional context for new ownership forms. These findings are likely to apply to all of the Chinese manufacturing industries that existed prior to 1978 and that subsequently did not experience significant technological changes and were not highly protected by the government.},

keywords = {COEs, Corporate Forms, Dye Industry, Evolutionary Theory, Private Enterprise, Regional Advantage, SOEs},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2010,

title = {Constructing Relational Databases to Study Life Histories on Your PC or Mac},

author = {Johann Peter Murmann},

doi = {10.1080/01615440.2010.496442},

issn = {1940-1906},

year  = {2010},

date = {2010-07-29},

urldate = {2010-07-29},

journal = {Historical Methods: A Journal of Quantitative and Interdisciplinary History},

volume = {43},

number = {3},

pages = {109--123},

publisher = {Informa UK Limited},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Järvinen2009,

title = {Alternative Paths to Competitive Advantage: A Fuzzy-Set Analysis of the Origins of Large Firms},

author = {Joonas Järvinen and Juha-Antti Lamberg and Johan-Peter Murmann and Jari Ojala},

doi = {10.1080/13662710903371066},

issn = {1469-8390},

year  = {2009},

date = {2009-12-00},

urldate = {2009-12-00},

journal = {Industry and Innovation},

volume = {16},

number = {6},

pages = {545--574},

publisher = {Informa UK Limited},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{PETERMURMANN2007,

title = {Automatic Coding of Printed Materials},

author = {JOHANN PETER MURMANN and ERNST HOMBURG and RUUD GEVEN and Y. SEKOU BERMISS and ALFONZO FORGIONE},

doi = {10.3366/e1753854808000244},

issn = {1755-1706},

year  = {2007},

date = {2007-10-00},

urldate = {2007-10-00},

journal = {IJHAC},

volume = {1},

number = {2},

pages = {151--185},

publisher = {Edinburgh University Press},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2006,

title = {Toward a systematic framework for research on dominant designs, technological innovations, and industrial change},

author = {Johann Peter Murmann and Koen Frenken},

doi = {10.1016/j.respol.2006.04.011},

issn = {0048-7333},

year  = {2006},

date = {2006-09-00},

urldate = {2006-09-00},

journal = {Research Policy},

volume = {35},

number = {7},

pages = {925--952},

publisher = {Elsevier BV},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Buenstorf2005,

title = {Ernst Abbe’s scientific management: theoretical insights from a nineteenth-century dynamic capabilities approach},

author = {Guido Buenstorf and Johann Peter Murmann},

doi = {10.1093/icc/dth067},

issn = {1464-3650},

year  = {2005},

date = {2005-08-01},

urldate = {2005-08-01},

volume = {14},

number = {4},

pages = {543--578},

publisher = {Oxford University Press (OUP)},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Stephan2003,

title = {Bringing Managers into Theories of Multimarket Competition: CEOs and the Determinants of Market Entry},

author = {John Stephan and Johann Peter Murmann and Warren Boeker and Jerry Goodstein},

doi = {10.1287/orsc.14.4.403.17484},

issn = {1526-5455},

year  = {2003},

date = {2003-08-00},

urldate = {2003-08-00},

journal = {Organization Science},

volume = {14},

number = {4},

pages = {403--421},

publisher = {Institute for Operations Research and the Management Sciences (INFORMS)},

abstract = {<jats:p> Multimarket (or multipoint) contact has been shown to deter aggressive actions by rivals toward each other, producing a situation of mutual forbearance among firms. To create this deterrent capability, however, firms must enter each others' markets, which is just the kind of action that the deterrent is supposed to limit. This study explores the questions: Under what conditions are firms likely to behave aggressively toward their multimarket rivals by entering their markets and when will they engage in mutual forbearance? We describe how the effect of multimarket contact on the market-entry moves of a firm changes as the level of contact a firm has with its rivals increases. We draw on competitive intelligence and decision-making theory to argue that the competitive advantages associated with multimarket contact are supplemented by the fact that a firm's multimarket competitors serve as a readily available model to reduce the uncertainty associated with market-entry decisions. We hypothesize that these factors lead firms to prefer, up to the point where forbearance concerns become paramount, to enter the markets in which their multipoint rivals already compete. We also argue that once multimarket contact levels reach the point where forbearance begins to operate, these levels also serve to stabilize the structure through better competitive intelligence, with the result that the propensity of a firm to enter into additional markets of its multimarket rivals declines. We then extend multimarket theory by focusing on the role of the CEO. Specifically, we argue that newer and longer-tenured CEOs are likely to face different influences on their preferences for particular competitive actions. We test hypotheses that link the likelihood that CEOs will abide by the mutual interdependencies that their firm's multimarket ties represent to their tenure in the CEO position. Our findings produce support for an inverted-U-shaped relationship between multipoint contact and market entry. We also find evidence that longer-tenured CEOs are guided by their firm's multimarket relationships. Newer CEOs, however, do not seem to adopt a forbearance approach toward their firm's multimarket competitors. </jats:p><jats:p> Our findings have important implications for multimarket theory. This study is among the first to examine the role of managers within a multimarket context. We show that it is not enough for a firm to be embedded within a multimarket structure, but that for a firm to benefit from its multimarket position, its managers must be aware of this positioning and free of other influences that could cause them to behave in ways that are inconsistent with it. Because our findings show that newer CEOs can direct their firms to act in ways that are inconsistent with their firm's multimarket position, we identify an area of potential competitive vulnerability for the firm. </jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}

@article{Murmann2003,

title = {Evolutionary Thought in Management and Organization Theory at the Beginning of the New Millennium},

author = {Johann Peter Murmann and Howard E. Aldrich and Daniel Levinthal and Sidney G. Winter},

doi = {10.1177/1056492602250516},

issn = {1552-6542},

year  = {2003},

date = {2003-03-00},

urldate = {2003-03-00},

journal = {Journal of Management Inquiry},

volume = {12},

number = {1},

pages = {22--40},

publisher = {SAGE Publications},

abstract = {<jats:p>The beginning of a new millennium provides a welcome opportunity to take stock of the accomplishments, open questions, and most promising research avenues of evolutionary models in management and organization theory. Johann Peter Murmann has invited Howard Aldrich, Daniel Levinthal, and Sidney Winter to appraise the state of the art in evolutionary research and where scholarly efforts should go in the new millennium. The panel also clarified their positions by answering questions that Johann Peter Murmann solicited from the scholarly community in response to the panel's dialogue.</jats:p>},

keywords = {},

pubstate = {published},

tppubtype = {article}

}