Professor Tyler Wry studies hybrid ventures, which are organizations that combine related, but potentially contradictory aims in their core. For example, many nanotechnology startups are organized around the joint pursuit of scientific discovery and technology commercialization, and social enterprises work to generate profits while simultaneously addressing societal issues. These organizations have the potential to generate important commercial and social innovations, but also face a number of unique challenges, particularly in the startup stage of development. Building on this, Tyler’s research focuses on how hybrids emerge, attract resources, and positively affect society.
Tyler’s work has appeared in outlets such as the Academy of Management Annals, the Academy of Management Journal, the Academy of Management Review, the Journal of Business Venturing, and Organization Science. He serves on the Editorial Boards of Administrative Science Quarterly, the Academy of Management Journal and the Academy of Management Review. In his spare time, Tyler enjoys running, racquet sports, and fleeting moments of quiet.
Tyler Wry and Eric Zhao (2018), Taking Tradeoffs Seriously: Examining the Contextually Contingent Relationship between Social Outreach Intensity and Financial Sustainability in Global Microfinance, Organization Science, Forthcoming.
Abstract: Studies have argued that hybrid organizations often face tradeoffs between the competing goals that they pursue. Yet we know little about the actual nature of such tradeoffs, nor how they might be shaped by different contextual factors. Focusing on social enterprise, we address these gaps by: (1) developing a framework that can be used to predict the compatibility of social outreach and financial sustainability for different types of social enterprises, and; (2) arguing that this relationship is moderated by the cultural roots of the issue that an enterprise addresses, the market conditions where it operates, and the quality of its management. We test our arguments in a study of 2037 microfinance organizations in 115 nations between 1995 and 2013. Results support our predictions and show that social-financial tradeoffs are accentuated when a social issue is related to deep-seated cultural problems like discrimination, and when an enterprise operates in a weak business environment. Intensive social outreach is sustainable, however, when cultural barriers to outreach are low and an enterprise operates in a supportive market context and is professionally managed. Our study thus suggests that social-financial tradeoffs are contingent, and that the promise of pursuing a social mission through commercial means varies widely across contexts.
Abstract: Corporations are increasingly influential within societies worldwide, while the relative capacity of national governments to meet large social needs has waned. Consequentially, firms face social pressures to adopt responsibilities that have traditionally fallen to governments, aid agencies, and other types of organizations. There are questions, though, about whether this is beneficial for society. We study this in the context of disaster relief and recovery, in which companies account for a growing share of aid, as compared to traditional providers. Drawing on the dynamic capabilities literature, we argue that firms are more able than other types of organizations to sense areas of need following a disaster, seize response opportunities, and reconfigure resources for fast, effective relief efforts. As such, we predict that, while traditional aid providers remain important for disaster recovery, relief will arrive faster and nations will recover more fully when locally active firms account for a larger share of disaster aid. We test our predictions with a proprietary data set comprising information on every natural disaster and reported aid donation worldwide from 2003 to 2013. Using a novel, quasi-experimental technique known as the “synthetic control method,” our analysis shows that nations benefit greatly from corporate involvement when disaster strikes
Abstract: Social enterprise has gained widespread acclaim as a tool for addressing social and environmental problems. Yet because social enterprises integrate social welfare and commercial logics, they face the challenge of pursuing frequently conflicting goals. Studies have begun to address how established social enterprises can manage these tensions, but we know little about how, why, and with what consequences social entrepreneurs mix competing logics as they create new organizations. To address this gap, we develop a theoretical model based in identity theory that helps to explain (1) how commercial and social welfare logics become relevant to entrepreneurship, (2) how different types of entrepreneurs perceive the tension between these logics, and (3) what implications this has for how entrepreneurs recognize and develop social enterprise opportunities. Our approach responds to calls from organizational and entrepreneurship scholars to extend existing frameworks of opportunity recognition and development to better account for social enterprise creation.
Eric Zhao and Tyler Wry (2016), Not all Inequality is Equal: Deconstructing the Societal Logic of Patriarchy to Understand Microfinance Lending to Women, Academy of Management Journal, 59, pp. 1994-2020.
Abstract: Many social problems reflect sets of beliefs and practices—or “institutional logics”—that operate at the societal level and rationalize the marginalization of certain categories of people. Studies have examined the consequences this has for individuals, but have largely overlooked how organizations that address such issues are affected. To understand this, we apply and extend the institutional logics perspective. Our approach recognizes that practices within different sectors of a society may be shaped by different organizing principles. However, we suggest practices are also likely to reflect—to varying degrees—broader societal logics. Based on this, we argue that societal logics may work through multiple influence channels and affect organizations in non-obvious ways, depending on how, where, and with what intensity they manifest in society. We test our theory by analyzing how patriarchy, as a societal-level logic, affects outreach to women by microfinance organizations in 115 nations. We find that patriarchy supports practices in the family, religion, professions, and state that suppress this outreach. Yet, in some nations, patriarchy is differently evident across sectors. The resulting contrasts draw attention to women’s issues, motivate redress efforts, and catalyze resource flows to microfinance organizations. The greatest outreach to women is in these nations.
Adam Cobb, Tyler Wry, Eric Zhao (2016), Funding Financial Inclusion: Institutional Logics and the Contextual Contingency of Funding for Microfinance Organizations, Academy of Management Journal, 59 (6), pp. 2103-2131.
Tyler Wry, Michael Lounsbury, P.D. Jennings (2014), Hybrid vigor: Securing venture capital by spanning categories in nanotechnology, Academy of Management Journal.
Tyler Wry and J.P. Vergne (2014), Categorizing categorization research: Review, integration, and future directions, Journal of Management Studies, 50th Anniversary Issue.
Tyler Wry and Lounsbury, M. (2013), Contextualizing the categorical imperative: Category linkages, technology focus, and resource acquisition in nanotechnology entrepreneurship, Journal of Business Venturing.
Tyler Wry, Adam Cobb, Howard E. Aldrich (2013), More than a Metaphor: Assessing the Historical Legacy of Resource Dependence and its Contemporary Promise as a Theory of Environmental Complexity, Academy of Management Annals, 7 (1), pp. 439-486.
Tyler Wry, M. Lounsbury, M. A. Glynn (2011), Legitimating new categories of organizations: Stories as distributed cultural entrepreneurship, Organization Science, 22: 339-463.
MGMT 230 integrates the material introduced in business fundamental courses and applies it to the design and evaluation of new ventures. The purpose of this course is to explore the many dimensions of new venture creation and growth and to foster innovation and new business formations in independent and corporate settings. The course addresses both a theoretical perspective on venture initiation and the application of writing an actual business plan. In this course you are asked to get out of the habit of being a receiver of ideas, facts, concepts and techniques, and get into the habit of generating ideas, identifying problems, analyzing and evaluating alternatives, and formulating workable action plans, thus putting textbook knowledge into practice. Students will get this hands-on experience in the following ways: Through the formation and ongoing work of venture teams that will design a comprehensive business development plan for a particular start-up company. Teams are expected to utilize the tools and analytical approaches discussed in class to their venture, through simulations, labs, lectures and class discussions that are designed to familiarize students with the many dimensions of entrepreneurship and new venture initiation. Class format varies throughout the course. In some class sessions, there will be a lecture on specific topics. Other sessions will consist of live simulations, labs, in-class exercises, and discussions of a particular topic or venture ideas that students are developing. Guest speakers will also lead and participate in some class sessions.
This advanced course on entrepreneurship focuses on developing a validated opportunity into a venture that is ready for seed financing and/or launching the product or service. Participants in the workshop must previously have developed a validated opportunity, either in a previous course or through independent efforts. Students may participate as a team of up to three people. Ideally, participants are committed to pursuing their opportunity commercially, or at least to seriously explore that possibility. The workshop provides a practical guidance for developing the product or service, forming the entity, raising capital, building the team, establishing partnerships, and sourcing professional services. After completing the course, you will be "pitch ready" - whether submitting to campus venture competitions or to outside investors. Most coursework is focused on applying concepts and frameworks to project tasks in developing the venture. Format: Readings, discussion, and developing an implementation plan for a real venture.
This advanced course on entrepreneurship focuses on developing a validated opportunity or concept into a venture that is ready for seed financing and/or launching the product or service. Participants in this course must previously have developed a validated opportunity, either in a previous course or through independent efforts. Students may participate as a team of up to three people. Ideally, participants are commited to pursuing their opportunity commercially, or at least to seriously explore that possibility. The course provides a practical guidance for developing the product or service, forming the entity, raising capital building the team, establishing partnerships, and sourcing professional services. After completing the course, you will be "pitch ready" - whether submitting to campus venture competitions or to outside investors. Most coursework is focused on applying concepts and frameworks to project tasks in developing the venture. Students must have successfully completed MGMT 801 before enrolling in this course. Students must have successfully completed MGMT801 before enrolling in this course. Format: Highly interactive Requirements: Class participation, interim assignments.
The Research Impact on Practice award recognizes a piece of contemporary, peer-reviewed research that has important implications for practice. The research may focus on any dimension of social or environmental sustainability. The Network for Business Sustainability (NBS) co-sponsors this award with the Organizations and the Natural Environment (ONE) Division of the Academy of Management
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