Research for Christopher S. Tuggle

Tuggle, C.S., Sirmon, D.G., Reutzel, C.R., & Bierman, L. (In Press). Commanding board of director attention: Investigating how organizational performance and CEO duality affect board members’ attention to monitoring. Strategic Management Journal.

Tuggle, C.S., Schnatterly, K. & Johnson, R.A. (In Press). Attention patterns in the boardroom: How board composition and processes affect discussion of entrepreneurial issues. Academy of Management Journal.

Chiles, T. H., Vultee, D.M., Gupta, V.K., Greening, D.W. & Tuggle, C.S. (In Press). The philosophical foundations of a radical Austrian approach to entrepreneurship. Journal of Management Inquiry.

Chiles, T.H., Tuggle, C.S., McMullen, J., Bierman, L. & Greening, D.W. (In Press). Dynamic creation: Extending the radical Austrian approach to entrepreneurship. Organization Studies.

Rodriguez, P.L., Tuggle, C.S. & Hackett, S.M. (In Press). Examining ethnic entrepreneurship:  How family structure and family resources impact new venture start-up rates between ethnic groups.  Family Business Review.

Woidtke, T., Bierman, L. & Tuggle, C. (2003). Reining in Activist Funds. Harvard Business Review, 81(3), 22-23.
 

BOOK CHAPTERS 
Hitt, M.A., Ireland, R.D. & Tuggle, C.S. (In press). The make or buy growth decision: Strategic entrepreneurship versus acquisitions.  In “The Search for Organic Growth.” Edited by Robert Drazin, Edward Hess and Robert Kazanjian.  Cambridge, United Kingdom: Cambridge University Press.



Last Edited: 10/1/2007