Dancing with Strangers: Aspiration Performance and the Search for Underwriting Syndicate Partners

By Joel A. C. Baum, Tim J. Rowley, Andrew V. Shipilov, You-Ta Chuang. 2005

596 citations recorded by the source corpus.

Subfields: Accounting, Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/618d5112f64170e4fdc35e3f679c7a4759e13a46

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Citations in the corpus

Getting What You Need: How Reputation and Status Affect Team Performance, Hiring, and Salaries in the NBA (2013, methodology): “In general, firms will be more likely to seek solutions to problems when their performance is different from their aspiration levels (Baum et al., 2005; Greve, 2003a, 2003b; Iyer & Miller, 2008; Lant, Milliken, & Batra, 1992).”
Balance Within and Across Domains: The Performance Implications of Exploration and Exploitation in Alliances (2011, background): “predictability and reliability of collaboration ( Baum, Rowley, Shipilov, and Chuang, 2005; Chung, Singh,”
Discontinuities, competition, and cooperation: Coopetitive dynamics between incumbents and entrants (2018, background): “, 2000; Ring & Van de Ven, 1994) and on the antecedents to and dynamics in horizontal alliances (Baum et al., 2005; Lavie, 2006b; Speckbacher et al., 2015).”
A Behavioral Theory of the Firm - 40 Years and Counting: Introduction and Impact (2007, background): “…levels affects outcomes such as the overall strategy (Lant et al. 1992, Miller and Chen 1994, Audia et al. 2000) as well as specific actions such as market entry (Greve 1998), investments (Greve 2003b), research and development (Bolton 1993), and interfirm collaborations (Baum et al. 2005).”
Alliance partners and firm performance: resource complementarity and status association (2009, methodology): “We believe that this gap may be better filled by incorporating the institutional perspective.”
Can you have your Cake and Eat it too? Structural Holes' Influence on Status Accumulation and Market Performance in Collaborative Networks (2008, methodology): “Second, banks’ participation in advisory teams has a noticeable impact on their revenues and social standing (Eccles and Crane, 1988; Podolny, 1993, 1994; Baum et al., 2005).”
Disentangling Risk and Change (2015, background): “In other instances, and in the absence of directly measuring risk, scholars have measured only change but theorized that all such changes are risky (e.g., Baum et al., 2005; Audia and Greve, 2006; Desai, 2008).”
Built to Last but Falling Apart: Cohesion, Friction, and Withdrawal from Interfirm Alliances (2010, unknown): “Powell, Koput, & Smith-Doerr, 1996) and change ( Baum, Rowley, Shipilov & Chuang, 2005;”
A comparison of alternative measures of organizational aspirations (2014, background): “Instead of aggregating social and self into one aspiration level, several studies have used separate measures of aspirations and attainment discrepancies for social- and self-referents (Baum and Dahlin, 2007; Baum et al., 2005; Greve, 1998, 2003b; Harris and Bromiley, 2007).”
LOOKING BACKWARD INSTEAD OF FORWARD: ASPIRATION-DRIVEN INFLUENCES ON THE EFFICIENCY OF THE CAPITAL ALLOCATION PROCESS (2013, background): “Thus, while previous studies have found predicted effects of both social and historical aspirations on pursuing change in a variety of contexts from radio broadcasting (Greve, 1998) to propensity for nonlocal ties in underwriting syndication (Baum et al., 2005), others have found predicted effects o”
Aspiration Performance and Railroads' Patterns of Learning from Train Wrecks and Crashes (2007, background): “instrumental to increasing the precision and realism of performance-feedback models (Baum et al. 2005).”
Contradictory yet Coherent? Inconsistency in Performance Feedback and R&D Investment Change (2018, methodology): “when it is negative (Greve, 2003a, 2008) As such, decision-makers remain temporarily consistent in their standards of evaluation (Jordan & Audia, 2012) and continue striving to correct any negative performance-aspiration discrepancy (Baum et al., 2005).”
A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility (2009, methodology): “This finding demonstrates how social networks facilitate matching processes in alliance formation, contrary to the usual interpretation of prior ties as restrictions of firm search (Baum et al., 2005; Goerzen, 2007; Gulati & Gargiulo, 1999).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “Organizational alliances are sensitive to performance relative to aspiration levels even though they are not necessarily made at the top level of the organization (Baum, Rowley, Shipilov, & Chuang, 2005 ; Schwab & Miner, 2008 ; Shipilov, Li, & Greve, 2011 ).”