Assistant Professor of Management 
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Conceptualizing the competitive ambidexterity exhibited by firms that manage the paradoxical tension of reducing rivalry while also identifying and exploiting new opportunities.
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The advent of the automobile blindsided railroad companies. A century later, automakers weren’t expecting to compete with IT and battery companies. How can organizations spot future competitors before they become rivals?
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Expanding awareness of potential competitive threats, we theorize and analyze a multilevel, relational hostility profile to identify which indirect competitors may become tomorrow’s rivals.
Recommended citation: Downing, S. T., Kang, J-S, & Markman, G. D., (2019) "What You Don’t See Can Hurt You: Awareness Cues to Profile Indirect Competitors" Academy of Management Journal, 62(6): 1872–1900. https://journals.aom.org/doi/10.5465/amj.2018.0048
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Game-theoretic analysis of the mediating role of buyer engagement on the cumulative threat faced by targets of competitive attacks in those targets’ subsequent response/nonresponse decisions.
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Competition network analysis for early awareness of emerging rivals.
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Assessesing the evolutionary trajectory of the knowledge base of Russian biofuel technology compared to that of Germany and China.
Recommended citation: Kang, J. S., Kholod, T., & Downing, S. (2015). "Analysis of Russia’s biofuel knowledge base: A comparison with Germany and China." Energy Policy, 85, 182–193. http://www.sciencedirect.com/science/article/pii/S0301421515002207
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Investigating the potential benefits of Corporate Social Responsibility (CSR) for family-owned hotels.
Recommended citation: Kang, JS, Chiang, CF, Huangthanapan, K, & Downing, S (2015). "Corporate social responsibility and sustainability balanced scorecard: The case study of family-owned hotels." International Journal of Hospitality Management. 48:124-134. http://www.sciencedirect.com/science/article/pii/S0278431915000742
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Investigating a market entry scenario where a technologically-superior new platform may overcome its installed base disadvantage with the backing of a strong keystone species advantage within the business ecosystem, called keystone effect in this study, over an incumbent in a market that exhibits indirect network effects.
Recommended citation: Kang, J.-S., & Downing, S. (2015). "Keystone effect on entry into two-sided markets: An analysis of the market entry of WiMAX." Technological Forecasting & Social Change, 94, 170–186. http://www.sciencedirect.com/science/article/pii/S0040162514002789