Research

Adapting Key to Survival for First-Mover Firms

Professor Anand Swaminathan and his co-author Professor Glen Dowell of the Mendoza College of Business at the University of Notre Dame have examined how the timing of a firm’s entry into an industry affects its chances of adopting the dominant technological design and the consequent effect on its survival. In their recent study, “Entry Timing, Exploration, and Firm Survival in the Early U.S. Bicycle Industry,” published in the April 2006 issue of the Strategic Management Journal, Swaminathan and Dowell found that in the context of the nation’s bike sector, firms that enter an industry earlier are less likely to make a transition to the product generation that becomes the dominant design. Much of this, according to the authors is due to organizational inertia and an inability to change as trends evolve. Swaminathan and Dowell argue that exploration through the introduction of new products appears to reflect a local search process and works to hinder a firm’s transition to the dominant design. They also found that, though firms entering the industry early may exhibit longer life spans, their survival advantage is restricted to the period before the dominant design emerges.

In another recently published paper, Swaminathan and his co-authors Professor Glenn Hoetker of the University of Illinois at Urbana-Champaign and Professor Will Mitchell of Duke University studied the contingent effect of modularity in components on the survival of suppliers in the U.S. automobile industry from 1918 to 1942. In their paper, “Modularity and the Impact of Buyer-Supplier Relationships on Supplier Survival,” published in the February 2007 issue of Management Science, Swaminathan and his co-authors found that suppliers of high-modularity car parts benefit more from autonomy provided by potential customers, while suppliers of low-modularity components benefit more from ties to high-status customers. All suppliers benefited from higher independence in their relationships with existing customers. Their findings suggest that the impact of buyer-supplier ties on supplier performance is contingent on the modularity of component design.

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News Release

UC Davis Part-Time MBA Ranked in Nation’s Top 9%
Fourth Consecutive Year among U.S News & World Report's Premier Programs

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(Davis, CA) — The UC Davis Part-Time MBA program offered in Sacramento and the San Francisco Bay Area is ranked among the top 9% in the U.S., according to U.S. News & World Report’s latest graduate business school rankings.

At No. 29, this is the fourth consecutive year the UC Davis Part-Time MBA program is among the top AACSB International-accredited part-time MBA programs surveyed. This year, there were 323 part-time MBA programs surveyed.

News Release

UC Davis Full-Time MBA Ranked among Nation’s Premier Programs for 20th Consecutive Year
MBA Programs among Top 10% in U.S.
Record Salary and Bonus

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(Davis, CA) — The UC Davis Graduate School of Management’s Full-Time MBA program is ranked among the premier business schools in the nation for the 20th consecutive year, according to U.S. News & World Report’s latest graduate business school rankings released today.

U.S. News’ latest ranking places the Full-Time MBA program at No. 48, placing it among the top 10% of the 464 Association to Advance Collegiate Schools of Business International’s accredited full-time MBA programs surveyed.

Key statistics from the School’s Full-Time MBA ranking include:

News Release

UC Davis Graduate School of Management partners with Lawrence Livermore and Sandia National Labs to drive technologies from lab to market

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(Davis, Calif.) – With a joint goal of speeding the transfer of new technologies from the laboratory to the commercial marketplace, the UC Davis Graduate School of Management, Lawrence Livermore National Laboratory and Sandia National Laboratories have announced a new partnership for researchers to develop their entrepreneurial skills.

Spotlight Story

Vickie Sherman MBA 13 Finds Her Passion, Her Career—and Herself

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What opportunities, decisions, events have shaped your professional life?

My career path has been a climb across a jungle gym rather than a tangent up a corporate ladder. As a child, I used to thumb through the three-inch JCPenney catalogue, picking out the professional women who I would grow to be. I wanted to rule the world from a corner office in a suit and heels. I wanted to shed my humble origins and become Corporate Barbie.

Spotlight Story

MBA Student Consultants Make an IMPACT
Projects Put Business Needs Front and Center

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Agilent Technologies’ Electronic Measurement Group is a $3.6 billion business that over the past decade has seen a dramatic shift in its customer base from U.S., and Western European customers to predominantly Asia-based customers. Today, the majority of the division’s revenues are generated outside of the U.S., with an increasing concentration in China.