Jacqueline Kirtley

Jacqueline Kirtley
  • Assistant Professor of Management

Contact Information

  • office Address:

    2033 SH-DH
    3620 Locust Walk
    Philadelphia, PA 19104

Research Interests: technology entrepreneurship, early stage strategy evolution, technological innovation

Links: CV

Overview

Jacqueline (Jax) Kirtley studies how strategy and technology evolves in early stage entrepreneurial firms developing revolutionary and disruptive technologies. Her dissertation entitled: “How Strategy Evolves in Entrepreneurial Nascent Technology Firms” is a longitudinal field study of strategy and technology product evolution at seven early stage energy and cleantech hardware firms. She is a Kauffman Dissertation Fellow and an INFORMS/Organization Science Dissertation Proposal Competition Finalist.

Jax did her doctoral studies in the Strategy & Innovation Department at Boston University’s Questrom School of Business. She holds a bachelor of science from MIT in Ocean Engineering with a minor in Mechanical Engineering as well as a master of science in Naval Architecture and Marine Engineering, also from MIT. She received an MBA with high honors from Boston University.

Prior to entering academia, Jax worked in computer modeling at the Monitor Group strategy consulting firm and information architecture and usability design for a website development firm. For more than a decade, Jax taught science and engineering through live demonstrations at the Museum of Science Boston.

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Research

  • Jacqueline Kirtley and Siobhan O’Mahony (Under Review), What is a Pivot? Explaining When and How Entrepreneurial Firms Decide to Make Strategic Change and Pivot.

    Abstract: Most theories of strategic change focus on how large, established firms recognize or fail to recognize the need for strategic change. Little research examines how early stage entrepreneurs decide when and how to change their strategies. With a longitudinal field study of seven entrepreneurial firms developing innovations in energy and cleantech, we examined 93 strategic decisions at risk for change. We found that decision makers chose to change their strategy only when new information conflicted with or expanded their beliefs. A pivot, or a strategic reorientation, was not achieved with a single decision but by incrementally exiting or adding strategy elements over time, accumulating into a pivot. We contribute a grounded definition of what constitutes a pivot and explain when and how entrepreneurial firms pivot.

  • Jacqueline Kirtley (Working), The Speculative Power of Entrepreneurial Firms Pioneering Technology Change.

    Abstract: Entrepreneurial firms developing novel technology innovations with uncertain potential for technology change may be weak and under resourced, but they are also attractive to incumbent firms who do not want to be left behind by creative destruction. Resource dependence and power theories predict these firms will have low power against incumbents and be unable to influence negotiations to their own advantage. Yet, in case studies of three early stage firms developing novel, energy technology innovations, I find when incumbent firms believe in that potential, entrepreneurial firms are imbued with speculative power that increased their power during negotiations. These findings contribute to entrepreneurship and RDT literatures by expanding the sources of power to include resources whose value is speculated upon by partnering incumbent and entrepreneurial firms.

  • Fernando Suarez and Jacqueline Kirtley (2012), Dethroning an Established Platform, Sloan Management Review, 53 (4), pp. 35-41.

  • Jacqueline Kirtley (Working), Open Commitment: Managing the Uncertainty Paradox in Nascent Industry Technology Startups.

Teaching

Past Courses

  • MGMT267 - ENTREP & TECH INNOV

    This course will give you an overview of entrepreneurial development, especially within the realm of technical innovation. We will be concerned with content and process questions as well as with formulation and implementation issues that related to conceptualizing, developing and managing successful new ventures. The class serves as both a stand-alone one and as a preparatory course to a more in-depth venture implementation class (MGMT 231) as well as other classes in the domain of management and entrepreneurship. Management 267 will appeal to individuals who have a desire to become entrepreneurs at some stage of their career. Similarly, students who intend to work in the entrepreneurial ecosystem (such as in the venture capital industry) will benefit from the course.

  • MGMT801 - ENTREPRENEURSHIP

    MGMT 801 is the foundation coures in the Entrepeurial Management program. The purpose of this course is to explore the many dimensions of new venture creation and growth. While most of the examples in class will be drawn from new venture formation, the principles also apply to entrepreneurship in corporate settings and to non-profit entrepreneurship. We will be concerned with content and process questions as well as with formulation and implementation issues that relate to conceptualizing, developing, and managing successful new ventures. The emphasis in this course is on applying and synthesizing concepts and techniques from functional areas of strategic management, finance, accounting, managerial economics, marketing, operations management, and organizational behavior in the context of new venture development. The class serves as both a stand alone class and as a preparatory course to those interested in writing and venture implementation (the subject of the semester-long course, MGMT 806). Format: Lectures and case discussions Requirements: Class participation, interim assignments, final project

Awards and Honors

  • Kauffman Dissertation Fellow, Ewing Marion Kauffman Foundation, 2016
  • INFORMS/Organization Science Dissertation Proposal Competition Finalist, INFORMS College of Organization Science, 2014
  • School of Management Doctoral Fellowship, Boston University, 2010-2014
  • Recipient, LEAD Fellowship, Boston University School of Management MBA Program, 2007-2009

In the News

Knowledge @ Wharton

Activity

Latest Research

Jacqueline Kirtley and Siobhan O’Mahony (Under Review), What is a Pivot? Explaining When and How Entrepreneurial Firms Decide to Make Strategic Change and Pivot.
All Research

In the News

Can Tesla Avoid a Breakdown?

Tesla is ahead of its competition in many regards -- and, despite some recent controversial comments, CEO Elon Musk is considered to be a big reason why. But can the company make the jump from being a niche novelty to mass-market car company?

Knowledge @ Wharton - 2018/05/21
All News

Awards and Honors

Kauffman Dissertation Fellow, Ewing Marion Kauffman Foundation 2016
All Awards