My research is in the domain of technology strategy and policy with a particular interest in the dynamics of competition. I study the role of innovation and entrepreneurship in economic growth and firm competitive success. My research evolves around two related streams.
The first stream is in the domain of technology strategy and explores the business strategy and public policy drivers of the direction of innovative activity. This stream of work has three main elements: I study mechanisms that facilitate absorption of extramural knowledge such as R&D alliances, technological licensing, and new venture investment; I also examine internal structures and strategies that affect the transfer of extramural knowledge within the firm. I have also explored the effect of interdependencies on innovation and entrepreneurship at the industry level.
My second stream is at the interface between business strategy and public policy as it relates to the natural environment. This work draws upon emerging scholarship on the institutional, or non-market, strategies of firms and explores the prospects for industry self-regulation especially in the environmental realm. My institutional strategy research stream has two major elements: I examine the conditions under which firms have incentives to self-regulate; I also study private institutions that firms create to facilitate self-regulation in the face of collective action difficulties and information asymmetry problems. My most recent work marries my two streams of research and explores firm strategies and non-traditional public policies that have the potential to drive “green” innovation and entrepreneurship.
Please use the links below to see a list of my papers on each of these topics.
- York, Jeff & Michael Lenox. 2014. “Exploring the Socio-Cultural Drivers of De Novo versus De Alio Entry in Emerging Industries.” Strategic Management Journal. 35(13): 1930-1951.
- Hall, Jeremy, Greg Daneke, & Michael Lenox. 2010. “Sustainable Development and Entrepreneurship: Past Contributions and Future Directions.” Journal of Business Venturing. Volume 25, Issue 5, Pages 439-448.
- Lenox, Michael, Scott Rockart, & Arie Lewin. 2010. “Does Interdependency Affect Industry Profitability? An Empirical Test.” Strategic Management Journal. 31(2): 121-139. (Lead Article)
- Lenox, Michael, Scott Rockart, & Arie Lewin. 2007. “Interdependency, Competition, and Industry Dynamics.” Management Science. 53(4): 599-615.
- Lenox, Michael, Scott Rockart, & Arie Lewin. 2006. “Interdependency, Competition, and the Distribution of Firm and Industry Profits.” Management Science. 52(5): 757-772.
- Dushnitsky, Gary & Michael Lenox. 2005. “When Do Firms Undertake R&D by Investing in New Ventures?“ Strategic Management Journal. 26(10): 947-965.
- Dushnitsky, Gary & Michael Lenox. 2005. “When Do Incumbents Learn from Entrepreneurial Ventures? Corporate Venture Capital and Incumbent Firm Innovation Rates.” Research Policy. 34(5): 615-639.
- Dushnitsky, Gary & Michael Lenox. 2006. “When Does Corporate Venture Capital Create Firm Value?” Journal of Business Venturing. 21(6): 753-772.
- Lenox, Michael. 2005. “Absorptive Capacity, Organization Structure, and Information Provision.” Working Paper.
- Lenox, Michael & Andrew King. 2004. “Prospects for Developing Absorptive Capacity through Internal Information Provision.” Strategic Management Journal. 25(4): 331-345.
- Lenox, Michael. 2002. “Organizational Design, Information Transfer, and the Acquisition of Rent-Producing Resources.” Computation and Mathematical Organization Theory. 8(2): 113-131.
Prospects for Industry Self-Regulation
- Eesley, Chuck, Katy DeCelles & Michael Lenox. 2015. “Through the Mud or in the Boardroom: A Broad Spectrum Approach for Examining Activist Types and Their Strategies in Targeting Firms for Social Change.” Strategic Management Journal. Forthcoming.
- Lenox, Michael & Chuck Eesley. 2008. “Private Environmental Activism and the Selection and Response of Firm Targets.” Journal of Economics Management & Strategy. 18(1): 45-73.
- Eesley, Chuck & Michael Lenox. 2006. “Firm Responses to Secondary Stakeholder Action.” Strategic Management Journal. 27(8): 765-782.
- York, Jeff & Michael Lenox. 2010. “It’s Not Easy Building Green: The Intersection of Private and Public Institutions in the Adoption of Voluntary Certification Standards.” Revise and resubmit from the Strategic Management Journal.
- Lenox, Michael. 2008. “The Prospects for Industry Self-Regulation of Environmental Externalities.” In N. Woods (Eds.) Making Global Regulation Effective: What Role for Self-Regulation? Oxford University Press: Oxford, UK.
- Lenox, Michael. 2006. “The Role of Private, Decentralized Institutions in Sustaining Industry Self-Regulation.” Organization Science. 17(6): 670-690. (Lead Article)
- King, Andrew, Michael Lenox, & Ann Terlaak. 2005. “The Strategic Use of Decentralized Institutions: Exploring Certification with ISO 14001 Management Standard.” Academy of Management Journal. 48(6): 1091-1106.
- Lenox, Michael & Jennifer Nash. 2003. “Industry Self-Regulation and Adverse Selection: A Comparison Across Four Trade Association Programs.” Business Strategy and Environment. 12(6): 343-356.
- King, Andrew, Michael Lenox, & Michael Barnett. 2001. “Strategic Responses to the Reputation Commons Problem.” In Hoffman & Ventresca (Eds.) Organizations, Policy and the Natural Environment: Institutional and Strategic Perspectives. Stanford University Press: Stanford, CA.
- King, Andrew & Michael Lenox. 2000. “Industry Self-Regulation Without Sanctions: The Chemical Industry’s Responsible Care Program.” Academy of Management Journal. 43(4): 698-716.
- King, Andrew & Michael Lenox. 2002. “Exploring the Locus of Profitable Pollution Reduction.“ Management Science. 48(2): 289-299.
- King, Andrew & Michael Lenox. 2001. “Lean and Green? Exploring the Spillovers from Lean Production to Environmental Performance.” Production and Operations Management. 10(3): 244-256.
- King, Andrew & Michael Lenox. 2001. “Does it Really Pay to Be Green? An Empirical Study of Firm Environmental and Financial Performance.” Journal of Industrial Ecology. 5(1): 105-116.
- Lenox, Michael, Andrew King, & John Ehrenfeld. 2000. “An Assessment of Design-for-Environment Practices in Leading U.S. Electronics Firms.” Interfaces. 30(3): 83-94.
- Lenox, Michael & John Ehrenfeld. 1997. “Organizing for Effective Environmental Design.” Business Strategy & Environment. 6(4): 187-196.
- Lenox, Michael & John Ehrenfeld. 1997. “The Development & Implementation of DfE Programs.” Journal of Sustainable Product Design. 1(1): 17-27.
- Lenox, Michael & John Ehrenfeld. 1995. “Design for Environment: A New Framework for Strategic Decisions.” Environmental Quality Management. 4(4): 37-52.
- Lenox, Michael, Ben Jordan, & John Ehrenfeld. 1996. “Design for Environment: A Survey of Current Practice.” Proceedings of the IEEE International Symposium on Electronics & Environment. Dallas, TX. May, 1996.
Assessment of Firm Environmental Risks and Performance
- Lenox, Michael & Yacov Haimes. 1996. “The Constrained Extremal Distribution Selection Method (A Method for Assessing the Risk of Hazardous Material Accidents at U.S. Facilities).” Risk Analysis. 16(2): 161-176.