Refereed Top-Tier Publications

Changing with the times: An integrated view of identity, legitimacy, and new venture cycles. The Academy of Management Review, 41(3), 383-409. 2016 (with G. Fisher, & A. Lahiri).

In order to acquire resources, new ventures need to be perceived as legitimate. For this to occur, a venture must meet the expectations of various audiences with differing norms, standards, and values as the venture evolves and grows. We investigate how the organizational identity of a technology venture must adapt to meet the expectations of critical resource providers at each stage of its organizational life cycle. In so doing, we provide a temporal perspective on the interactions between identity, organizational legitimacy, institutional environments, and entrepreneurial resource acquisition for technology ventures. The core assertion from this conceptual analysis is that entrepreneurial ventures confront multiple legitimacy thresholds as they evolve and grow. We identify and discuss three key insights related to entrepreneurs’ efforts to cross those thresholds at different organizational life cycle stages: institutional pluralism, venture-identity embeddedness, and legitimacy buffering.

Corporate Venture Capital Portfolios and Firm InnovationJournal of Business Venturing, 31(1), 95-112, 2016 (with Wadhwa, A., & C.C. Phelps).

This study examines the conditions under which portfolios of corporate venture capital (CVC) relationships influence corporate investor innovation performance. We investigate this question using longitudinal data on CVC investment portfolios of 40 telecommunications equipment manufacturers. We find an inverted U- shaped effect of portfolio diversity on corporate investor innovation performance. We also find that the effect of diversity depends on the depth of knowledge resources available in the portfolio. These results contribute to the inter-organizational learning, corporate venture capital, and open innovation literatures by showing how the depth and breadth of knowledge resources available in a portfolio of external partnerships with young ventures interact to influence firm innovation.

Search and integration In external venturing: An inductive examination of Corporate Venture Capital UnitsStrategic Entrepreneurship Journal, 10(2), 129-152, 2016 (with S. Basu & C.C. Phelps).

Managing a Global Partnership Model: Lessons from Boeing 787 ‘Dreamliner’ ProgramGlobal Strategy Journal, 3, pp. 41-66, 2013 (with K. Srikanth).

Technology Entrepreneurship. Strategy Entrepreneurship Journal, 6: 89-94, 2012 (With C. Beckman, K. Eisenhardt, A. Meyer and N. Rajagopalan).

Towards understanding who makes venture capital investments and why. Journal of Business Venturing, 26(2): 153-171, 2011 (with S. Basu and C. Phelps).

Spillover, spill-ins, and strategic entrepreneurship: America’s first commercial jet airplane and Boeing’s ascendancy in commercial aviation. Strategic Entrepreneurship Journal. 4: 284-306, 2010. (This was a lead article of a special issue on ‘knowledge spillovers.’

Passion and Preparedness in Entrepreneurs’ Business Plan Presentations: A Persuasion Analysis of Venture Capitalists’ Funding Decisions. Academy of Management Journal, 1, 52, p. 199-214, 2009 (with X. P. Chen and X. Yao).

Standing out: how new firms in emerging markets build reputation and Knowledge Creation. Strategic Organization,  5:31, 31-70, 2007 (with V. Rindova and A. P. Petkova).

Knowledge creation through external venturing: Evidence from the telecommunications equipment manufacturing industry. The Academy of Management Journal, 49, 4, pp. 819-835, 2006 (with A. Wadhwa).

International market entry by U.S. Internet Firms: An empirical analysis of country risk, national culture, and market sizeJournal of Management, 32: 56-82, 2006 (with F. Rothaermel and H. K. Steensma).

The role of online buying experience as a competitive advantage: Evidence from third part ratings for E-Commerce Firms. Journal of Business, 77, 2, pp. S100-S134, 2004 (with S. Rajgopal and M. Venkatachalam).

The Value Relevance of Network Advantages: The Case of E-commerce FirmsJournal of Accounting Research, 41, 1,  pp.135-163, 2003 (with S. Rajgopal and M. Venkatachalam).

Managerial actions, stock returns, and earnings: The case of business-to-business Internet firmsJournal of Accounting Research, 40, 2, May 2002 (with S. Rajgopal and M. Venkatachalam).

Continuous Morphing: Competing through dynamic capabilities, form and function, November 2000Academy of Management Journal, 44(6): 1263-1280, 2001 (with V. Rindova).

Assets and Actions: Firm-specific factors in the internationalization of US Internet firmsJournal of International Business Studies, 32(4): 769-791, 2001 (with V. Rindova and F. Rothaermel).

Does groups membership matter? Evidence from the Japanese Steel IndustryStrategic Management Journal, 22, 3, 2001, pp. 221-236 (with A. Nair).

Strategy, Advanced Manufacturing Technology, and Performance: Empirical Evidence from U.S. Manufacturing Firms. Journal of Operations Management, 18, pp. 257-277, 2000 (with P. M. Swamidass).

Does Stakeholder Orientation Matter? An Empirical Examination of the Relationships Between Stakeholder Management Models and Firm Financial PerformanceAcademy of Management Journal, 42(5), pp. 488-506, 1999 (with S. Berman, A. Wicks, & T. M. Jones).

Explaining manufacturing technology use, firm size and performance using a multidimensional view of technology. Journal of Operations Management, 17, 23-37, 1998 (with P. M. Swamidass).

Strategy and Environment as Determinants of Performance: Evidence from the Japanese Machine Tool Industry. Strategic Management Journal, 16, 497-518, 1995 (with A. Nair).

Mass Customization: Implementing the Emerging Paradigm For Competitive Advantage. Strategic Management Journal, Summer Special Issue, 16, 21-42, 1995.

Technological Discontinuities and Population Dynamics: Founding and Failure of Facsimile Service Organizations, 1969-1991. Social Science Research, 24, 97-135, 1995 (with J. A. C. Baum, H. J. Korn).

Strategic Action Generation: A Comparison of Emphasis Placed on Generic Competitive Methods by U. S. And Japanese ManagersStrategic Management Journal, 16, 3, 195-220, 1995. (with L. R. M. Dubar & A. Bird).

Assessing Generic Strategies: An Empirical Investigation of Two Typologies in Discrete Manufacturing Industries. Strategic Management Journal, 16, 1, 75-83, 1995 (with B. Vadlamani).

Using The Brain as a Metaphor to Model Flexible Productive Units. Academy of Management Review,19, 4, 671-698, 1994 (with R. Garud).

Generic Manufacturing Strategies: A Conceptual SynthesisStrategic Management Journal, 10, 211-231, 1989 (with D. L. Orne).

Other Publications

Basu, S., Wadhwa, A. & Kotha, S. Learning objectives and uncertainty resolution: An examination of the structure of Corporate Venture Capital relationships. Frontiers of Entrepreneurship Research, 2006.

Kotha, S., Rajgopal, S. & Rindova, V. Reputation Building and Firm Performance: An Empirical Analysis of Top-50 Pure Internet FirmsEuropean Journal of Management, 19, 6: 571-586, 2001.

Dunbar, R. & Kotha, S. Managing institutional and cultural constraints: The case of Sanyo Electric in the United StatesAdvances in International Comparative Management, Vol. 13, 2000, pp.149-174.

Dunbar, L. R. M, Garud, R. & Kotha, S., Steinway: A case of  “reputation by design.” Corporate Reputation Review, 1, (3), pp. 283-288, 1998.

Kotha, S. Competing on the Internet: How is rewriting the rules of competition in the Book Retailing Industry. Advances in Strategic Management, 15, pp. 239-265, 1998.

Kotha, S. Competing on the Internet: The case of European Journal of Management, 16, 2, pp. 212-222, 1998.

Swamidass, P. M. & S. Kotha. Advanced manufacturing technology use: Exploring the effect of the nationality variable. International Journal of Production and Operations Research, 36, 11, pp. 3135-3146, 1998.

Kotha, S. From Mass production to mass customization: The case of the National Industrial Bicycle Company of JapanEuropean Journal of Management, 14 (5), 442-450, 1996.

Kotha, S. Mass Customization: A strategy for knowledge creation and organization learning. International Journal of Technology Management, 11, 7/8, 846-858, 1996.

Parthasarthy, R. & Kotha, S. The dynamics of strategies and manufacturing technology relationship: A process framework. International Journal of Vehicle Design, 16, 2/3, 126-139, 1995.
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Kotha, S. A Review of Mass Customization by Joseph Pine II. Harvard University Press. Academy of Management Review, 19, 3, 588-592, 1994.

Kotha, S., Bird, A. & Kennelly, J., Negoro, T. & Fujita, S. Managerial perceptions of competitive methods and manufacturing technologies: American And Japanese ContrastsTechnologie and Management, 42, 3, 111-114, 1993.

Orne, D. and Kotha, S. Linking manufacturing complexity and ‘CIM’ technologyInternational Journal of Computer Applications in Technology, 1, 21-24, 1989.

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