Stephen Downing

Stephen Downing

Assistant Professor of Management

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Assistant Professor of Management

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Blog Post number 4

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Blog Post number 3

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Blog Post number 2

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Blog Post number 1

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Keystone effect on entry into two-sided markets: An analysis of the market entry of WiMAX

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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

Corporate social responsibility and sustainability balanced scorecard: The case study of family-owned hotels

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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

What You Don’t See Can Hurt You: Awareness Cues To Profile Indirect Competitors

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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

Spotting Competitors Before They Before Competitors

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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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