Publications
Samina’s research has been published in a wide array of top journals including the Academy of Management Journal, Harvard Business Review, Management Science, Organization Science, Sloan Management Review, and Strategic Management Journal. She currently serves as Deputy Editor at Organization Science, and on the editorial review boards of Journal of Organization Design (where she was Senior Editor 2013-2017), Strategic Management Journal (where she was Associate Editor 2014-2020), Strategic Organization, and Strategy Science.
- Acquisitions
- Alliances
- Bottlenecks
- Competition
- Complex Systems
- Decentralization
- Decision making
- Hierarchy
- Human capital
- Innovation
- Knowledge recombination
- Modularity
- Organization design
- Patenting
- Reconfiguration
- Resource redeployment
- Scientists
- Sector: Airlines
- Sector: Banking
- Sector: Education
- Sector: Energy
- Sector: Medical devices
- Sector: Petrochemicals
- Sector: Pharmaceuticals
- Startups
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Competing both ways: How combining Porter's low-cost and focus strategies hurts firm performance (2021)
Some firms have effectively used either a low-cost strategy or a focus strategy to improve their performance.Our study demonstrates that although firms pursuing either strategy individually can benefit, pursuing these two generic strategies simultaneously actually hurts firms' profitability.
Examining Alliance Portfolios Beyond the Dyads: The Relevance of Redundancy and Nonuniformity Across and Between Partners (2017)
We use spectral graph partitioning methodology to analyze the architecture of complex systems that contain directed and weighted component interactions, and in which each component is interdependent (directly or indirectly) on every other component. We illustrate this method in the airline industry and how it allows holistic comparison of different system architectures.
DELAYING CHANGE: EXAMINING HOW INDUSTRY AND MANAGERIAL TURBULENCE IMPACT STRUCTURAL REALIGNMENT (2016)
We examine how various conditions affect whether and when firms pursue structural realignment by recombining business units. We find that while firms initiate structural recombination during periods of industry (revenue) growth, they reduce their recombination efforts during periods of industry turbulence (i.e., revenue volatility) and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth. We propose that decision makers delay initiating business unit recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.