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- November 9, 2019
- Article
Effect of Revealing Authors' Conflicts of Interests in Peer Review: Randomized Controlled Trial
By: Leslie K. John, George Loewenstein, Andrew Marder and Michael Callaham
Objective: To assess the impact of disclosing authors’ conflict of interest declarations to peer reviewers at a medical journal.
Design: Randomised controlled trial.
Setting: The study was conducted within the manuscript review process at the... View Details
Design: Randomised controlled trial.
Setting: The study was conducted within the manuscript review process at the... View Details
- September 2018
- Article
What Does It Take to Change an Editor's Mind? Identifying Minimally Important Difference Thresholds for Peer Reviewer Rating Scores of Scientific Articles
By: Michael Callaham and Leslie John
Study objective—We define a minimally important difference for the Likert-type scores frequently used in scientific peer review (similar to existing minimally important differences for scores in clinical medicine). To our knowledge, the magnitude of score change...
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- Article
Firms, Crowds, and Innovation
By: Teppo Felin, Karim R. Lakhani and Michael L. Tushman
The purpose of this article is to suggest a (preliminary) taxonomy and research agenda for the topic of “firms, crowds, and innovation” and to provide an introduction to the associated special issue. We specifically discuss how various crowd-related phenomena and...
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- August 2014
- Case
Opening the Valve: From Software to Hardware (A)
By: Ethan Bernstein, Francesca Gino and Bradley Staats
Valve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee...
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Keywords:
Valve;
Self-Managed Organizations;
Organization Design;
Strategy;
Flat Organization;
Video Games;
Organization Alignment;
Family Business;
Steam;
Steam Machine;
Design;
Games, Gaming, and Gambling;
Human Resources;
Collaborative Innovation and Invention;
Technological Innovation;
Leadership Style;
Management Practices and Processes;
Organizational Design;
Organizational Structure;
Organizational Culture;
Organizational Change and Adaptation;
Groups and Teams;
Alignment;
Software;
Hardware;
Video Game Industry;
Seattle
- August 2014 (Revised August 2015)
- Supplement
Opening the Valve: From Software to Hardware (B)
By: Ethan Bernstein, Francesca Gino and Bradley Staats
Valve, one of the world's top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person organization, Valve's unique organizational form (described in detail in the case and accompanying employee...
View Details
Keywords:
Valve;
Self-Managed Organizations;
Organization Design;
Strategy;
Flat Organization;
Video Games;
Organization Alignment;
Family Business;
Steam;
Steam Machine;
Design;
Games, Gaming, and Gambling;
Human Resources;
Collaborative Innovation and Invention;
Technological Innovation;
Leadership Style;
Management Practices and Processes;
Organizational Design;
Organizational Structure;
Organizational Culture;
Organizational Change and Adaptation;
Groups and Teams;
Alignment;
Software;
Hardware;
Video Game Industry;
Seattle
- 2009
- Working Paper
Breakthrough Inventions and Migrating Clusters of Innovation
By: William R. Kerr
We investigate the speed at which clusters of invention for a technology migrate spatially following breakthrough inventions. We identify breakthrough inventions as the top one percent of US inventions for a technology during 1975-1984 in terms of subsequent citations....
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- March 2004 (Revised July 2005)
- Case
ACCION International: Maintaining High Performance Through Time
By: Michael Chu
ACCION International has been a major innovator in microfinance for 30 years. Reviews organizational context under which key industry-shaping concepts were developed (from peer group lending, guarantee funds, equity investment funds, and regulated commercial banking...
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