Faculty
Jeffrey Barden
Associate Professor
Innovation and Entrepreneurship

Jeffrey Barden

541-737-3309

jeff.barden@oregonstate.edu

Faculty
Jeffrey Barden
Overview
Overview
Background
Publications

Background

Education

Ph.D. in management, Fuqua School of Business, Duke University
M.B.A. in information Systems and international business, Kelley School of Business, Indiana University
B.A. in economics, University of North Carolina at Chapel Hill

Experience

Jeff Barden joined the Strategy and Entrepreneurship group in the College of Business in September 2013. Barden’s research focuses on inter-organizational relationships, exchange, entrepreneurship and technology.  Barden teaches strategy to M.B.A. and undergraduate students.

Service

Editorial Board, Academy of Management Journal, 2013-present

Editorial Board, Strategic Management Journal, 2013-Present

Publications

Academic Journal
Strategy & Entrepreneurship

“Swinging for the Fences? Payroll, Performance and Risk Behavior in the Major League Baseball Draft”

This study examines the way competitive advantage and organization performance mediate the effect of potential slack – externally-available resources – on organization risk behavior in Major League Baseball’s amateur draft. It tests the hypotheses that local market munificence provides payroll advantage and increases on-field performance and that payroll disadvantage and poor performance increase teams’ likelihood of selecting riskier high school players instead of college players. Consistent with resource deprivation theory, results suggest that payroll disadvantage promotes risk-taking; however, on-field success encourages risk-taking early in the draft. Indeed, pick number appears to have a U-shape relationship with risk-taking where winning increases confidence earlier in the draft and low stakes promote risk-seeking later. This study contributes to the literature by suggesting that input-based and outcome-based reference metrics have different effects on risk behavior and that managerial hubris may influence risk behavior through information availability rather than having a general effect.
Details

2021 Jeffrey Barden Yohan Choi View on: Google Scholar

Academic Journal
Strategy & Entrepreneurship

“Horizontal Competition and Interorganizational Exchange Partner Selection: An Analysis of Major League Baseball Player Trades”

This study examines the influence of horizontal competition on interorganizational exchange. Interorganizational competition is a multidimensional construct that can influence exchange in multiple, sometimes countervailing ways. With an analysis of Major League Baseball player trades, we examine the influences of three components of competition – goal conflict, rivalry, and competitive interaction – on interorganizational exchange partner selection. We find that that goal conflict reduces the hazard rate of exchange between organizations, but competitive interaction increases it. Moreover, we find evidence that prior exchange moderates the competition-exchange relationship by reducing the perceived risks and information benefits of exchange with a competitor. We do not find evidence that interorganizational rivalry shapes subsequent exchange behavior.
Details

2019 Jeffrey Barden Alex Vestal View on: Google Scholar

Academic Journal
Strategy & Entrepreneurship

“Hometown Proximity, Coaching Change, and the Success of College Basketball Recruits.”

In this study, we examine the influence of hometown proximity on collegiate athletic recruit performance. The geographic proximity of a new recruit's local community to a recruiting organization can influence the recruit's performance after joining an organization. However, the direction of the effect of such proximity is not clear. Previous research suggests that human resource proximity facilitates recruits' social embeddedness in the community in and around the recruiting organization. In turn, proximity may increase recruit performance by facilitating learning, trust-building, and social commitment. However, prior research also suggests that proximity could have some negative influences. Our empirical analysis of collegiate basketball recruits suggests that the geographic proximity of an organization to a new recruit's hometown generally has a positive influence on both individual and team performance. However, proximity may become a disadvantage when there is a disruptive, involuntary coaching change after the recruit joins the organization.
Details

230-246 pages 2013 Jeffrey Barden D. Bluhm T. Mitchell T. Lee View on: Google Scholar

Academic Journal
Strategy & Entrepreneurship

“The influences of being acquired on subsidiary innovation adoption”

Received research suggests that a firm subsidiary's acquisition by a new owner has countervailing effects on the subsidiary's innovation adoption behavior. On one hand, ownership change can make a subsidiary more receptive to innovation by reducing some inertial forces and introducing new resources to overcome others. Alternatively, the costs and demands of an acquisition can draw decision makers' attention away from important innovations in the technological environment. This event history study disentangles these countervailing influences by examining the influences of radio station ownership change on stations' adoptions of HD Radio® technology. The study finds that a change in ownership control does have a positive direct influence on the likelihood of technology adoption, but that it also curtails tendency for subsidiaries to subsequently mimic others' technology adoptions.
Details

1269-1285 pages 2012 Jeffrey Barden View on: Google Scholar

Academic Journal
Strategy & Entrepreneurship

“The influence of R&D investment on the use of corporate venture capital: An industry-level analysis”

We consider how internal research and development (R&D) influences the use of corporate venture capital (CVC) and how this relationship varies across industries. We find that, in general, R&D investments increase the number of CVC deals in an industry. We also find that R&D investment has a particularly strong influence on the use of CVC in industries that are growing rapidly and changing technologically. Our analysis provides greater clarity on the relationships involving R&D and CVC in the presence of contingencies by integrating insights of absorptive capacity and real options reasoning.
Details

376-388 pages 2010 A. Sahaym K. Steensma Jeffrey Barden View on: Google Scholar

Academic Journal
Strategy & Entrepreneurship

“The evolution and internalization of international joint ventures in a transitioning economy”

Although international joint ventures (IJVs) may mature over time and develop competitive viability, they maintain some risk of instability owing to their shared ownership. Such instability can ultimately lead to their internalization by one of the partners. In this study, we consider factors that influence (1) whether IJVs evolve toward becoming a wholly owned subsidiary, and (2) which parent (foreign or local) gains ownership of the venture. We use a sample of Hungarian joint ventures, and find that only when there is both a power imbalance between the parents and high levels of conflict is the likelihood that the joint venture converts to a wholly owned subsidiary enhanced. The extent to which the joint venture has learned from the foreign parent indirectly determines which parent gains full ownership. Extensive knowledge transfer to a joint venture in a transitioning economy combined with high levels of conflict increases the likelihood of the foreign parent gaining full ownership. In contrast, when there is extensive knowledge transfer and low conflict between the parents, the local parent is more likely to internalize the venture. Our results suggest that the relationship between partner power and outcomes in ventures is more complex than originally believed, and is contingent upon the level of conflict between the parents of the IJV.
Details

491-507 pages 2008 K. Steensma Jeffrey Barden C. Dhanaraj M Lyles L Tihanyi View on: Google Scholar

Academic Journal
Strategy & Entrepreneurship

“Disentangling the influences of leaders' relational embeddedness on interorganizational exchange”

Drawing on the concept of relational embeddedness and the associated mechanisms of mutual understanding, trust, and commitment, we examine how leaders' prior exchange experiences influence the likelihood of subsequent interorganizational exchange. We begin to develop a microlevel model of organization-level relations that accounts for nodal multiplexity. In data on baseball player trades, we found that individual leaders' ties affected exchanges less than did an organization's other ties. The sharing of exchange experiences by organizations and their current leaders increased the influences of those experiences on exchange behavior. Thus, leaders have more influence within their organizational contexts than in isolation.
Details

1440-1461 pages 2007 Jeffrey Barden W. Mitchell View on: Google Scholar