Faculty
Jonathan Arthurs
Professor of Strategy & Entrepreneurship
Innovation and Entrepreneurship

Jonathan Arthurs

541-737-6049

arthursj@oregonstate.edu

Faculty
Jonathan Arthurs
Overview
Overview
Background
Publications

Overview

Biography

Dr. Jonathan Arthurs is a Professor of Strategy & Entrepreneurship in the Oregon State University College of Business. He earned his Ph.D. in Strategic Management and Entrepreneurship from the University of Oklahoma in 2004. His research focuses on governance, innovation, founder and top executive influence on the firm, venture capital and venture financing. He has published in several top journals including Journal of Business Venturing, Entrepreneurship Theory & Practice, the Strategic Management Journal, Journal of International Business Studies, Academy of Management Journal, Journal of Management Studies, and Journal of Corporate Finance, among others. He also serves on the editorial review boards for Entrepreneurship Theory & Practice, Journal of Management, Journal of Management Studies, and Journal of Business Venturing Insights. 

Career Interests

My research focuses on governance and innovation, particularly in new ventures. I am also interested in bankruptcy (antecedents and outcomes), the impact of CEOs/founders on their organization, M&As, and venture capital. 

Background

Education

Ph.D. - University of Oklahoma - 2004

M.B.A. - Texas A&M University - 1998

B.B.A. - Texas A&M University - 1991

Experience

Jonathan Arthurs is a Professor of Strategy & Entrepreneurship in the College of Business. He graduated from Texas A&M University with a BBA and was a commissioned officer in the U.S. Army. After leaving the military, he worked as a bookstore manager before going back to Texas A&M to earn his MBA. Upon graduation he worked in the finance department of a large corporation and then on an internal consulting team reporting directly to the top management team. Next, he attended the University of Oklahoma and completed his Ph.D. with a focus in strategy and entrepreneurship.  He spent nine years at Washington State University where he was also the doctoral program coordinator for the management track.  He teaches in the PhD program and his research focuses on governance and innovation, particularly in new ventures.

Professional Affiliations

Academy of Management (Entrepreneurship and Strategic Management)

Strategic Management Society

Service

Doctoral Program Committee Member

University Graduate Admissions Committee Member

Editorial review board member for the following journals:

  • Entrepreneurship Theory & Practice
  • Journal of Management
  • Journal of Management Studies
  • Journal of Business Venturing Insights

Publications

Academic Journal
Strategy & Entrepreneurship

“The Influence of Alliance Experience on Acquisition Premiums and Post-acquisition Performance”

This paper examines the influence of acquirers’ alliance experience on acquisition outcomes. Specifically, we investigate whether or not acquirers with alliance experience pay higher acquisition premiums and achieve improved post-acquisition performance. We also investigate how the impact of acquirers’ alliance experience is contingent on the alliance portfolios of target firms. We find that acquirers with alliance experience pay higher acquisition premiums but lower acquisition premiums when their target firms possess alliance portfolios of greater size or diversity. We also find that such acquirers achieve higher post-acquisition performance when the size of alliance portfolios of target firms is larger. Overall, this study suggests that alliance experience can help acquirers develop organizational knowledge and capabilities, and thus influence acquisition outcomes.
Details

1-10 pages 2018 Sam Yul Cho Jonathan Arthurs View on: Google Scholar

Conference
Strategy & Entrepreneurship

“Impact of Bankruptcy on Rivals: How Tech Overlap and Diversification Affects Value Redistribution”

Prior research on bankruptcy proposes two potential outcomes for a bankrupt firm’s industry rivals: a contagion effect wherein rivals’ stock prices decline, and a competitive effect wherein rivals benefit from a competitor’s decline. Although empirical evidence substantiates the contagion effect, existing studies do not consistently account for the competitive effect. We develop and test theory explaining how the degree of technology overlap and diversification strategy of competitors influences the severity of the contagion effect and the expected occurrence of the competitive effect among rivals. We find that greater technology overlap among a bankrupt firm and its competitors exacerbates the contagion effect. Furthermore, competitors with higher unrelated diversification are more susceptible to contagion, while competitors with higher related diversification benefit more from a rival’s bankruptcy.
Details

2017 Academy of Management Proceedings Jonathan Arthurs Sam Yul Cho Yohan Choi Iman Hemmatian Amol Joshi

Academic Journal
Strategy & Entrepreneurship

“Exploring the innovation strategies of young firms: Corporate venture capital and venture capital impact on alliance innovation strategy”

We investigate how governance structure and power influence alliance exploration strategy. Adopting a real options perspective and the agency view, we suggest that innovation strategies differ based on the firm's governance authority. We find that the motivations of corporate venture capitalist firms, venture capitalists, and firm founders may have an impact on the formation of exploratory alliances among adolescent firms. Using a sample of 122 adolescent firms, we examine the influence that governance structure has on the firm's alliance portfolio and innovation potential. While the influence of corporate venture capitalist firms alone do affect alliance formation strategy, corporate venture-backed firms with founders having high influence (knowledge or ownership in the firm) are more likely to form innovation-focused alliances. In contrast, venture capitalist-backed firms tend to avoid innovation-focused alliances, preferring more exploitive ones, even when founders have high influence within the firm.
Details

2017 Tera Galloway Douglas Miller Arvin Sahaym Jonathan Arthurs View on: Google Scholar