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Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

The purpose of this paper is to present an interview with Dr Marsha Firestone, Founder and President of the Women Presidents' Organization (WPO), to elicit her expert views on the support available to women entrepreneurs and the obstacles which are typically faced by businesswomen in start‐up enterprises and in a wider corporate context.

The interview was conducted via telephone in June 2008 by Helen Evans, Assistant Publisher for the International Journal of Gender and Entrepreneurship.

Dr Firestone points to an aim towards economic security as the keystone of women‐led enterprises. She identifies the common trait of entrepreneurial women as the drive to succeed, often breaking the rules and coming up with better ways of doing things. Support for women entrepreneurs comes from role models and from associations such as the WPO who work to connect women entrepreneurs throughout the world. Dr Firestone criticizes some areas of the Media for their unrelenting focus on the work of women in leadership roles in corporations. The paper goes on to describe the WPO 2008 Conference and Dr Rebecca Henderson's workshop which won best workshop prize.

Marsha Firestone is the Founder and the President of the WPO. Dr Firestone was previously Vice President of Women Incorporated and of Training and Counseling at the American Woman's Economic Development Corporation. She has published research on adult learning theory, nonverbal communication and managerial competency, appearing in both business and educational journals, and The Busy Woman's Guide to Successful Self‐employment, an interactive, easy to read resource. This interview is an opportunity to gain an insight into her expert views of the state of women's entrepreneurship.

In this paper we explore the degree to which patents are representative of the magnitude, direction, and impact of the knowledge spilling out of the university by focusing on the Massachusetts Institute of Technology (MIT), and in particular, on the departments of Mechanical and Electrical Engineering. Drawing on both qualitative and quantitative data, we show that patenting is a minority activity: a majority of the faculty members in our sample never patent, and publication rates far outstrip patenting rates. Most faculty members estimate that patents account for less than 10% of the knowledge that transfers from their labs. Our results also suggest that in two important ways patenting is not representative of the patterns of knowledge generation and transfer from MIT: patent volume does not predict publication volume, and those firms that cite MIT papers are in general not the same firms as those that cite MIT patents. However, patent volume is positively correlated with paper citations, suggesting that patent counts may be reasonable measures of research impact. We close by speculating on the implications of our results for the difficult but important question of whether, in this setting, patenting acts as a substitute or a complement to the process of fundamental research.

Do firms build new capabilities by hiring new people? We explore this question in the context of the pharmaceutical industry’s movement towards science-driven drug discovery. We focus particularly on the potential problem of endogeneity in interpreting correlation between hiring and changes in organizational outcomes as evidence of the impact of new hires on the firm, and on the more fundamental conceptual question of the conditions under which hiring might be a source of competitive advantage, given the well known objection that resources that are freely available through the market cannot be a source of differential capabilities. Using data on the movement and publication of “star” scientists, we find that the adoption of science based drug discovery within the firm is closely correlated with the hiring of star scientists. This correlation appears to be reasonably robust to a number of controls for endogeneity. We also show that the hiring of highly talented scientists appears to have a significant impact on the behavior of scientists already working within the firm. We interpret this as consistent with the idea that hiring may change organizational capabilities through the interaction of new talent with the policies, routines and people already in place within the firm.

This chapter reports on the “CEO’s-eye-view” of the 1990 financial crisis at Citibank using unique data from CEO John Reed’s private archives. This qualitative analysis sheds light on questions that have perennially plagued executives and intrigued scholars: How do organizations change routines in order to overcome inertia in the face of radical change in the environment? And, specifically, what is the role of the CEO in this process? Inertial behavior in such circumstances has been attributed to ingrained routines that are based on cognitive and motivational truces. Routines are performed because organizational participants find them to cohere to a particular cognitive frame about what should be done (the cognitive dimension) and to resolve conflicts about what gets rewarded or sanctioned (the motivational dimension). The notion of a “truce” explains how routines are “routinely” activated. Routines are inertial because the dissolution of the truce would be inconsistent with frames held by organizational participants and fraught with the risk of unleashing unmanageable conflict among interests in the organization. Thus, the challenge for the CEO in making intended change is both to break the existing truce and to remake a new one. In this study, I uncover how the existing organizational truce led to the crisis at Citibank, why Reed’s initial attempts to respond failed, and how he ultimately found ways to break out of the old truce and establish new routines that helped the bank survive. These findings offer insight into the cognitive and motivational microfoundations of macro theories about organizational response to radical change.

Management thinking has seen organisations group product development activities in a number of ways in the quest to improve performance. The implementation of multi‐disciplinary teams has been recognised as a means of rapidly improving the way product development activities are managed. However, such an approach is not without its ills. Moreover, Henderson's research (Henderson, R., “Managing innovation in the information age”, Harvard Business Review, January, 1994, Reprint no. 94105) indicates that what governs product development success is the ability of the company to overcome the boundaries of any organisational grouping, rather than the type of organisation structure adopted. This research seeks to corroborate Henderson's propositions in a number of different industrial settings. Social network analysis helped embody the theory into a specification for a model to visualise and manipulate the informal organisation and the on‐going research activities further developed the specification into a working model that has been trialed in a number of different industrial settings. This paper sets the research context and presents the results thus far, both in the context of knowledge from academic research and practical application of the model. The working model has been able to manipulate the informal organisation by enabling visualisation of “core knowledge communities”, generating discussion, and supplying focus for individuals and teams to manage relationships more effectively and hence improve product development performance. Implications for further use of the model are reported, together with its potential for improving performance in organisational areas external to product development.

This paper explores the emergence and coordination of synchrony in networked groups like those that develop integrated product platforms in collaborative ecosystems. While synchronized actions are an important objective for many groups, interorganizational network theory has yet to explore synchrony in depth perhaps because it does not fit the typical diffusion models this research relies upon. By adding organizationally realistic features – sparse network structure and intentional coordination – to the firefly model from theoretical biology, I take some first steps in understanding synchrony in organizational groups. Like diffusion, synchrony is more effective in denser networks, but unlike diffusion clustering decelerates synchrony’s emergence. Coordination by a few group members accelerates group-wide synchrony, and benefits the coordinating organizations with a higher likelihood that it converges to the coordinating organization’s preferred rhythm. This likelihood of convergence to an organization’s preferred rhythm – what I term synchrony performance – increases in denser networks, but is not dependent on tie strength and clustering.

South Africa as the most unequal country in the world.