Contact

800 W. Peachtree St. NW
Atlanta, GA 30308

Education

PhD in Operations Management, Georgia Institute of Technology, expected May 2009 

Diploma in Electrical & Computer Engineering, National Technical University of Athens (Greece), 2003

Research Papers

The Role of Informational Spillovers on Competitive R&D Search (with S. Kavadias)

Motivated by a case study at the Georgia Electronic Design Center (GEDC) this paper examines the R&D search decisions that competing firms undertake in the presence of informational spillovers. At an operational level these spillovers translate as follows: R&D managers obtain information regarding the technological potential of different options based on past research endeavors of competing firms. Our analysis highlights that the benefits from such information dissemination channels is not straightforward; management can benefit only when delineating carefully crafted contingency plans that depend on the realization of past R&D search outcomes.

Is Diversity (Un)Biased ? Cross-Functional Teams and Project Termination Decisions (with S. Kavadias)

One of the most challenging decisions associated with new product development (NPD) projects is their termination. Among the various reasons cited for such a systematic persistence, a prominent one is the seeming inability of NPD teams to reach a common understanding of what constitutes negative information, and, more importantly, to act upon it. Given the cross-functional nature of modern NPD teams, we posit that team members may interpret the same information differently due to different organizational roles. The goal of this study is to understand how this interpretive diversity affects project termination decisions.

Relicensing as a Secondary Market Strategy  (with M. Ferguson and B. Toktay)

Secondary markets in the Information Technology (IT) industry, where used or refurbished equipment is traded, have been growing steadily. Recent articles in the press have severely criticized some Original Equipment Manufacturers (OEMs),  who are perceived to be actively trying to eliminate the secondary market for their products as an attempt to increase the sales for the new ones. Interestingly, others OEMs have policies that enhance their secondary markets. This paper explores how an OEM's incentives to support, or alternatively deter the secondary market are shaped contingent on its relative competitive advantage, product characteristics and consumer preferences.

Research Interests

New Product Development

R&D Management

Technology Management

Economics of Secondary Markets