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Team formation brings together organizational members with complementary capabilities to address projects. This study examines how project-based organizations form teams in response to an ongoing stream of different projects. We consider team formation a phenomenon shaped by organization structure, project attributes, and learning from project experience. We address the effects of two alternative organization structures (functional and team-based) and four project attributes (project size, heterogeneity, decomposability, and ambiguity) on the efficiency of project team staffing. We build these features into two agent-based models grounded on nine case studies of project-based organizations. These models highlight how organizations achieve efficiency in team formation over time as transactive memory develops in response to ongoing project variation. Our models explain how organization structure and particular project attributes affect the development and application of transactive memory. [ABSTRACT FROM AUTHOR]

Technology acquisitions are one of the most common growth strategies for firms. Firms that have made multiple acquisitions in the past are more likely to make new ones. With previous M&A experience, firms are more likely to make acquisitions. The acquisition rate is the total number of acquisitions a firm has made at a given time. In technology acquisition, the acquisition rate affects innovative firm performance. The more frequent acquisitions a firm makes, the less innovative performance will occur. A high acquisition rate negatively affects post-acquisition performance by dominating the attention of decision-makers and overloading the firm. During the process, there needs to be structural integration between the acquirer and the target firm. This study empirically analyzes 380 cases of technology acquisitions of U.S. publicly traded companies from 1990 to 2005. The results show that a high acquisition rate is negatively related to the post-acquisition innovation performance of the acquirer. Although structural integration has no impact on the negative relationship between post-acquisition performance and acquisition rate, considering the acquisition rate when pursuing M&A allows acquiring firms to avoid detrimental consequences. [ABSTRACT FROM AUTHOR]

Solid electrolytes are key materials in all-solid-state batteries because their ionic conductivity and stability determine battery performances, such as energy density and power density. However, most existing superionic-conducting solid electrolytes suffer from structural decompositions in moist environment, mainly due to the instability of the solid electrolytes against water, limiting their use in practical cells. Herein, we report the water stability and water-mediated synthesis of complex hydride solid electrolytes. Lithium complex hydrides containing polyanionic closo-type complex anions are dissociated into lithium cations and complex anions in an aqueous solvent without decomposition and are recrystallized to the pristine structure after the removal of water solvent. Taking advantage of this conspicuous water-stability, we propose a simple aqueous liquid-phase synthesis for lithium superionic-conducting complex hydrides. In addition, high-voltage NCM/Li all-solid-state batteries employing the complex hydride prepared by the aqueous synthesis as an anolyte exhibit good battery performance. The current study suggests that an intrinsic water-stable property of closo-type complex hydrides can be leveraged in material and battery processes under a moisture environment. [ABSTRACT FROM AUTHOR]

This study examines the crucial role of chief executive officers (CEOs) in post-acquisition integration, focusing on Chegg, a prominent ed-tech company in a rapidly evolving industry. Analyzing CEO actions post-acquisition through interviews and metrics, we find that a three-year CEO retention period significantly contributes to successful integration at Chegg. This research emphasizes the importance of understanding ideal CEO retention and their strategic actions, offering insights for more successful post-acquisition integration and long-term economic benefits. [ABSTRACT FROM AUTHOR]

This article examines the strategic nature of banks' charitable giving by studying bank donations to local nonprofit organizations. Relying on the application of antitrust rules in bank mergers as an exogenous shock to local deposit market competition, we find that local competition affects banks' local donation decisions. Using county-level natural disaster shocks, we show that banks with disaster exposure reallocate donations away from nonshocked counties, where they operate branches, and toward shocked counties. The reallocation of donations represents an exogenous increase in the local share of donations in nonshocked counties for banks with no disaster exposure and leads to an increase in the local deposit market shares of such banks. Furthermore, banks can potentially earn greater profits from making donations and tend to donate to nonprofits that have the most social impact. Overall, our evidence suggests that banks participate in corporate philanthropy strategically to enhance performance. [ABSTRACT FROM AUTHOR]

This study examines the processes and structures that enable organizations to generate repeatedly and efficiently customized solutions for clients. Case studies of project-based firms reveal that these organizations develop and employ routines to generate customized solutions. Analysis of these cases reveals two different approaches toward project management across organizations. The structural approach relies on managerial and formal processes guided by project leaders. The relational approach is based on social and informal mechanisms arising from project participants' collaborative work experience. The stability and flexibility of routines enable organizations to carry out repeated patterns of action producing customized solutions. Deliberate learning builds a capability for managing the tension between stability and change in routines by transferring project-level experiences to organization-level routines for subsequent use across projects. [ABSTRACT FROM AUTHOR]