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RESEARCH

PUBLICATIONS/ADVANCED PROJECTS

[1]  The Half-Life of Political Capital: An Examination of the Temporal Effects of Board Political Connections (Hawk, A;                         Lahiri, D; Pacheco de Almeida, G; all authors contributed equally):  Published in Strategic Management Journal

 

Does corporate political activity (CPA) help sustain performance? Prior literature does not address this question, only whether CPA increases profits – with  mixed results over short timescales. We theorize about how political capital affects the regression-to-the-mean of profits through firm and industry persistence mechanisms. Using data on over 6,000 firms from 14 democratic countries, we estimate time-varying, firm-specific performance persistence coefficients with random-coefficient models – and profit volatility measures. Triangulation over various identification methods suggests that the half-life of  political capital is shorter than expected, and also compared with other strategy interventions. Political connections are marginally effective at sustaining  performance and reducing volatility, delaying profit convergence by only 0.180 years – and with no effect beyond seven years. These modest CPA benefits  are further curbed by legislative constraints and political stability.

[2]  Activists' actions on politically connected companies [Real Title Withheld] (Lahiri, D): Preparing for submission

 

Do board political connections (BPC) influence firms’ perception among activists? We theorize that the presence of BPC is likely to raise suspicion of malintent, and the connected politician perceived as a soft target having higher sensitivity towards the expectations of non-financial stakeholders. Focusing on the US context in the period 2011-19 and triangulating over different identification methods and empirical specifications, we find that liberal BPC increases the likelihood of activist actions (by 4.03 times) – with no effect on conservative BPC. Moreover, the influence of political ideology – liberalism versus conservatism – on activism is not stable over time. Following an abrupt rise in societal polarization, the liability faced by liberal politicians reduces considerably because political polarization increases homophily between liberal BPC and (predominantly liberal) activist organizations.


[3]  Firm partisanship and social behaviour amidst heightened societal polarization (Lahiri, D): Advanced analysis and drafting

[4]  Forms of CPA and their differential impact on sustaining competitive advantage (Equal contribution by Hawk, A; Lahiri, D;                Pacheco de Almeida, G): Advanced analysis and drafting 

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EARLY STAGE PROJECTS

[1] Shifts in firms’ Corporate Political Strategies in the face of Geo-political Tensions (Lahiri, D): Theorization and data cleaning.

[2] Firms’ Internationalization Strategies in response to forces of Deglobalization: The Role of Corporate Political Activity             and Organizational Political Ideology (Lahiri, D): Theorization and data cleaning.

[3] The (Geo)politics of Accelerating Technology Transfer (equal contribution by, Hawk, A; Lahiri, D; Pacheco de Almeida, G): Theorization.

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INVITED PRESENTATIONS

[1] Firms’ CSR Strategies in the face of Institutional De-prioritization of Sustainability Policies (Lahiri, D)
     ▪ Annual Meeting of the Strategic Management Society, London, 2022

     ▪ Sociology Colloquium, Texas A&M University, 2023 (Virtual)

     ▪ Annual Meeting of the Academy of Management, Boston, 2023 

 

[2] Incidence of Activist Actions on Politically Connected Companies: Examining a ‘Cost’ of Connection (Lahiri, D)
     ▪ Annual Meeting of the Academy of Management, 2021 (Virtual)
     ▪ Strategy seminar at Bocconi University, Milan, 2021 (Virtual)
     ▪ Strategy seminar at Nova School of Business
and Economics, Lisbon, 2021
     ▪ Strategy seminar at IE Business School, Madrid, 2021

[3] The Half-Life of Political Capital: An Examination of the Temporal Effects of Political Connections

      (Hawk, A; Lahiri, D; Pacheco de Almeida, G; all authors contributed equally)
     ▪ Strategy seminar at TUM School of Management, 2022 (Virtual; presented by co-author Pacheco de Almeida, G)

     ▪ Strategy seminar at INSEAD, 2021 (Virtual; presented by co-author Pacheco de Almeida, G)
     ▪ Strategy seminar at The Fuqua Business Schoo
l, Duke University, 2021 (Virtual; presented by co-author Pacheco de Almeida, G)
     ▪ Annual Meeting of the Strategic Management Society, 2020 (Virtual)
     ▪ Annual Meeting of the Academy of Management, 2020 (Virtual)

     ▪ Annual Meeting of the Academy of Management, Boston, 2019

[4] IPRs and Innovation Concentration: A look at the Granular Nature of the Institutional Landscape (Lahiri, D; Quelin, B)
     ▪ Annual Meeting of the Academy of International Business,
Copenhagen, 2019 

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WORKSHOPS AND CONSORTIA

   ▪  Participant, STR Junior Faculty Teaching Consortium, AOM Annual Meeting, Boston, Aug 2023 

   ▪  Participant, Formal Modelling Workshop, Bocconi University, Milan, Jan 2020
   ▪  Participant, SMS Research Methods Community Consortium Series (Virtual), Apr 2021
   ▪  Participant, AOM STR Dissertation Consortium (Virtual), Jul 2021
   ▪  Participant, SEI Doctoral Consortium, ESADE, Barcelona, Oct 2021

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