@article{michaelis_scheaf_carr_pollack_2022, title={An agentic perspective of resourcefulness: Self-reliant and joint resourcefulness behaviors within the entrepreneurship process}, volume={37}, ISSN={["1873-2003"]}, DOI={10.1016/j.jbusvent.2020.106083}, abstractNote={We integrate social cognitive theory, and its tenets of personal and collective agency, to develop an individual-level perspective on entrepreneurs' resourcefulness behaviors that illustrates how resourcefulness behaviors can be classified as ‘self-reliant behaviors’ or ‘joint resourcefulness behaviors’. Using this novel cognitive theoretical approach, we provide and test a framework that explains how dispositional, perceptual, and behavioral factors interact in the enactment of purposeful action with regards to entrepreneurs' resourceful behaviors. Consistent with our hypotheses, results from a quantitative study of entrepreneurs (N = 178), as well as a supplemental study involving qualitative interviews with entrepreneurs (N = 15), highlight that entrepreneurs higher in frugality tend to perceive higher levels of environmental hostility. This relationship, in turn, leads to higher amounts of self-reliant resourcefulness behaviors (i.e., customer-related and internal self-financing bootstrapping behaviors) but not joint resourcefulness behaviors. Multiple theoretical and practical contributions emerge from our findings as the extant literature does not yet account for human agency as a reason why some entrepreneurs may choose to engage in certain resourceful behaviors relative to other behaviors.}, number={1}, journal={JOURNAL OF BUSINESS VENTURING}, author={Michaelis, Timothy L. and Scheaf, David J. and Carr, Jon C. and Pollack, Jeffrey M.}, year={2022}, month={Jan} }
 @article{michaelis_aladin_pollack_2018, title={Innovation culture and the performance of new product launches: A global study}, volume={9}, ISSN={2352-6734}, url={http://dx.doi.org/10.1016/J.JBVI.2018.04.001}, DOI={10.1016/J.JBVI.2018.04.001}, abstractNote={We examine how innovation culture affects new product launch performance in a sample of entrepreneurial ventures (N = 334). In order to examine the relation between innovation culture and new product launch performance, we embarked on a two-step process. First, we examined the factor structure of innovation culture—results confirmed nine-dimensions. Here, a grouped confirmatory factor analysis (CFA) examined cross-cultural differences between eastern and western cultures. Second, the dimensions of innovation culture were used to determine culture profiles across these 334 entrepreneurial ventures. We found two clear subpopulations of innovation culture and we link these two clusters to new product development (NPD) performance (i.e., new product sales and profits averaged over 5 years). In particular, a Latent Profile Analysis (LPA) suggested two profiles existed with respect to innovation culture—that is, ventures that ranked ‘high’ across all innovation culture dimensions versus ventures that ranked ‘low’ across all nine dimensions. Ventures scoring higher across all innovation culture dimensions had significantly higher new product profits and sales. In a series of robustness checks, a path model revealed no significant moderation by region (i.e., eastern vs. western countries) in the innovation culture to performance relationship. Implications as well as directions for future research are discussed.}, journal={Journal of Business Venturing Insights}, publisher={Elsevier BV}, author={Michaelis, Timothy L. and Aladin, Roberly and Pollack, Jeffrey M.}, year={2018}, month={Jun}, pages={116–127} }
 @article{michaelis_markham_2017, title={Innovation Training Making Innovation a Core Competency}, volume={60}, ISSN={["1930-0166"]}, DOI={10.1080/08956308.2017.1276387}, abstractNote={OVERVIEW: Investment in innovation training has the potential to help firms create more successful product offerings, but the extent to which companies do innovation training is unknown. Although efforts to optimize formal processes and integrate Agile methods into development have led to more efficient innovation systems, a large skill gap remains that cannot be overcome by tools and processes alone. To explore the extent to which companies are (or are not) engaging in training to address those skill gaps, interviews were conducted with 30 senior R&D managers from Fortune 1000 companies. The results indicate that even though senior managers’ view of innovation success factors is more focused on human capital than in the past, innovation training rarely happens—80 percent of the companies in our sample reported rarely engaging in structured training to build innovation competencies. We offer some recommendations for addressing this gap.}, number={2}, journal={RESEARCH-TECHNOLOGY MANAGEMENT}, author={Michaelis, Timothy L. and Markham, Stephen K.}, year={2017}, pages={36–42} }