Matthew Josefy

• Matthew Josefy, Greg Fisher, Emily Neubert (2024), Event-based entrepreneurship, Journal of Business Venturing, 39 (1), pp. 106-366. Abstract

  Many entrepreneurial opportunities are associated with events, including sports competitions, races and tournaments, concerts and music festivals, and conferences and exhibitions, yet this variant of entrepreneurship has not been specifically accounted for in the literature. We integrate insights from entrepreneurship research with research on temporary organizational forms, stakeholder theory, and platform strategy to define Event-Based Entrepreneurship (EBE) and propose factors that account for the founding and scaling of event-based ventures. In so doing, we lay the conceptual foundations and offer theoretical and practical directions for an expanded research agenda on EBE.

• Rhett Brymer, John-Patrick Paraskevas, Matthew Josefy, Lisa Ellram (2024), Pipeline hiring’s effects on the human capital and performance of new recruits, Strategic Management Journal. Abstract

  Pipeline hiring, repeatedly hiring individuals from the same external source organization, is a common recruiting practice. Yet, whether this pipeline approach improves incoming human capital quality or performance has limited empirical evidence. We argue that, in cooperative source-hiring organization contexts, pipelines reduce the information asymmetries present in labor markets in a way that both attracts individuals with higher pre-entry human capital and predicts postentry performance that surpasses pre-entry expectations. In the context of particularly intense recruiting competition—American college football—we test and find support for these hypotheses. We also probe key boundary conditions, specifically discontinuity, geographic proximity, and factor market competition that highlight the limits of when the informational advantage is more or less salient.

• Matthew Josefy, Joseph S. Harrison, Michael D. Howard (2023), Elite Pipelines: How Elite School Ties Are Reflected in Interfirm Employee Migration, Journal of Management, 49 (5), pp. 1570-1600. Abstract

  Recent research has pointed to pipelines, or sequenced hiring of individuals from the same source organizations over time, as a common practice employed by firms to reduce labor market imperfections and create human capital resource advantages. We extend this literature by considering how pipelines may emerge not just out of strategic intent but also out of informal social processes reflecting network transitivity and homophily. Using bipartite social network analysis techniques in a sample of 110 public U.S. electronics component manufacturers, we argue and find evidence for transitive effects between firms’ employee-based ties to elite educational institutions and the formation of interfirm employee pipelines. We demonstrate that pipelines are more likely to form between firms that both hire educational elites, especially when those firms share ties to the same elite schools and when those shared elite schools are executives’ alma mater(s). We also find that these effects tend to be more pronounced when the focal firm has higher growth potential, encouraging mobility by attracting potential elite candidates and facilitating the two-way matching process in labor markets. Our theory and findings contribute to a better understanding of informal processes underlying pipeline formation and specifically demonstrate how hiring tendencies may lead to closed recruiting networks characterized by elite replication.

Past Courses

• MGMT1110 - Multinational Management

  Most successful firms go global in some way; why do they go global, and how do they navigate across international borders? This is the question at the core of multinational management. In this course, you will learn about topics such as how firms choose where and how to invest abroad, how shifts in the political economy landscape affect firm strategy, and how firms respond to restrictions on the movement of both physical and human capital across borders. The class utilizes economics and global strategy frameworks to provide students with an understanding of how to formulate multinational firm strategy. Fulfills the Global Economy, Business, and Society requirement. This course has a mandatory attendance policy.

• Indiana University Trustees' Teaching Award, 2023
• Kelley School of Business Research Award, 2022
• Most Influential Faculty, Kelley Honors Program, 2021
• Outstanding Reviewer Award, SMS SLG, 2021
• Outstanding Reviewer Award, Business Horizons, 2021
• Innovative Teaching Award, Kelley School of Business, 2019
• SAGE/Journal of Leadership and Organizational Studies Junior Faculty Best Paper Award, 2018
• Fellow, National Center for the Middle Market, 2018
• SMS Strategic Research Foundation Dissertation Scholar, 2016
• Outstanding Reviewer Award, AOM STR, 2015
• Faculty Outstanding Service Award, Mays Business School, 2012

Knowledge @ Wharton

• Summer Reading: Wharton Faculty Picks, Knowledge @ Wharton - 07/23/2024
• What Does Your Writing Style Say About You?, Knowledge @ Wharton - 07/23/2024
• How to Align Private Equity Motives with Nursing Home Outcomes, Knowledge @ Wharton - 07/22/2024
• Baby Bust | Stewart Friedman, Knowledge @ Wharton - 07/16/2024
• Why Are Private Equity Firms Buying Mental Health Clinics?, Knowledge @ Wharton - 07/15/2024
• Who Benefits in the Deal Between Reddit and OpenAI?, Knowledge @ Wharton - 07/15/2024
• How Behavioral Factors Shape Retirement Wealth, Knowledge @ Wharton - 07/15/2024
• Stocks for the Long Run | Jeremy Siegel, Knowledge @ Wharton - 07/09/2024
• This Media Bias Detector Analyzes News Reports in Real Time, Knowledge @ Wharton - 07/09/2024
• Are Corporate Human Rights Practices Up to Par?, Knowledge @ Wharton - 07/08/2024