Jeffrey h dyer biography

Biography

Jeff Dyer (Ph.D UCLA), is the Horace Beesley Distinguished Professor of Strategy. He was ranked #1 on a list of most impactful management scholars in the world (by Academy of Management Perspectives based upon citations and Google searches to his name) among those who received their Ph.D’s after 1991. He was also ranked as the 4th most cited management scholar from 1996-2006 and his “Relational View” article in Academy of Management Review was the 2nd most cited article in business from 1998-2008. Jeff is the only strategy scholar to have published at least 7 times in both Strategic Management Journal and Harvard Business Review. His Harvard Press book, The Innovator’s DNA, has been published in 15 languages and is a business bestseller and his research has been featured in publications such as Forbes, Economist, Fortune, BusinessWeek, and the Wall Street Journal.

Education

• PHD, MANAGEMENT, UNIV OF CALIF LOS ANGELES, 1993
• MBA, BUSINESS, BRIGHAM YOUNG UNIVERSITY, 1984
• BS, PSYCHOLOGY, BRIGHAM YOUNG U
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  Relational view

  In management, the relational view by Jeffrey H. Dyer and Harbir Singh is a theory for considering networks and dyads of firms as the unit of analysis to explain relational rents, i.e., superior individual firm performance generated within that network/dyad.^[1] This view has later been extended by Lavie (2006).^[2]

  Comparison to other theories

  The relational view supplements existing views. While the industry structure view explains superior returns with a firm's membership in an industry with specific structural characteristics,^[3] and the resource-based view explains superior returns with firm heterogeneity,^[4][5][6][7] the relational view argues that idiosyncratic interfirm linkages are a source of relational rents.^[1]

  Relational rents

  Dyer and Singh define a relational rent as "a supernormal profit jointly generated in an exchange relationship that cannot be generated by either firm in isolation and can only be created through the joint idiosyncratic contribu

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  The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators

  Abstract

  Some people are just natural innovators, right? With no apparent effort, they discover ideas for new products, services, and entire businesses. It may look like innovators are born, not made. But according to Jeffrey Dyer, Hal Gregersen, and Clay Christensen anyone can become more innovative. How? Master the discovery skills that distinguish innovative entrepreneurs and executives from ordinary managers. In The Innovator's DNA, the authors identify five capabilities demonstrated by the best innovators: (1) Associating: drawing connections between questions, problems, or ideas from unrelated fields; (2) Questioning: posing queries that challenge common wisdom; (3) Observing: scrutinizing the behavior of customers, suppliers, and competitors to identify new ways of doing things; (4) Experimenting: constructing interactive experiences and provoking unorthodox responses to see what insights emerge; and (5) Networking: meeting people with different ideas and perspectives. The authors explain how to gener