Hermann Ndofor
Assistant Professor of Management | Indiana University, Kelley School of Business
Indianapolis, IN, UNITED STATES
Hermann Ndoforis an expert in business management strategy, specializing in competition, firm performance and its optimization.
Secondary Titles (1)
- Associate Editor, Africa Journal of Management
Biography
Hermann Achidi Ndofor is currently an assistant professor of management at the Kelley School of Business in Indianapolis. Ndofor's research interests include competitive dynamics, resource management, top management teams, and entrepreneurship, with specific interest in Africa. His research has been published in a range of journals including the Strategic Management Journal, the Journal of Management, the IEEE Transactions on Engineering Management, Business Ethics Quarterly, and Leadership Quarterly. Dr. Ndofor is currently an Associate Editor with the Africa Journal of Management and is on the editorial review boards of Strategic Management Journal and Management and Organization Review.
Prior to joining the Kelley School of Business in 2015, he was an Assistant Professor with the Mays Business School at Texas A&M. Ndofor received his B.A. and M.A. degrees from the University of Wisconsin-Madison, his MBA from the University of Maryland, and his PhD in management from the University of Wisconsin-Milwaukee in 2004.
Industry Expertise (4)
Corporate Leadership
Research
Program Development
Management Consulting
Areas of Expertise (7)
Top Management Teams
Competition Strategy
Competition Between Firms
CEO Succession
Firm Performance
Performance Turnaround
Business in Africa
Education (4)
University of Wisconsin: Ph.D. 2004
Recipient of the 2003 School of Business Eric Schenker Dissertation Scholarship Award.
University of Maryland - Robert H. Smith School of Business: MBA 2001
University of Wisconsin-Madison: M.A. 1998
Applied Economics
University of Wisconsin-Madison: B.A. 1995
Economics (honors) and International Relations (honors)
Links (2)
Articles (7)
Chaos in Industry Environments
IEEE Transactions on Engineering Management
2018 A recurrent refrain among technology management researchers and practitioners is the need to adapt to the increasing pace and unpredictability of change within many industry environments. Yet, both the characterization of industry environments and evidence of how they evolve over time has been decidedly mixed.
Top Management Team Tenure Diversity and Performance: The Moderating Role of Behavioral Integration
IEEE Transactions on Engineering Management
2018 Integrating insights from organizational information processing theory and social categorization theory, we examine how top management team (TMT) tenure diversity affects team performance. We propose a theoretical framework that examines how these two conflicting processes occur simultaneously within diverse TMTs by arguing that TMT tenure variety influences information processing while TMT tenure separation influences the social categorization process. We argue for the presence of nonlinear relationships between tenure variety, tenure separation, and team performance. Furthermore, we propose that these relationships are moderated by the level of TMT behavioral integration.
Is there a “Dark Side” to Monitoring? Board and Shareholder Monitoring Effects on M&A Performance Extremeness
Strategic Management Journal
2017 We investigate the effects of monitoring by boards of directors and institutional shareholders on merger and acquisition (M&A) performance extremeness using a sample of M&A deals from 1997 to 2006. Both governance research and legal reforms generally have espoused a “raise all boats” view of monitoring. We instead investigate whether monitoring may serve as a double-edged sword that limits CEO discretion to undertake both value-destroying M&A deals and value-creating ones. Our findings indicate that the relationship between monitoring and M&A performance is more complex than previously believed. Rather than “raising all boats” in a shift towards better M&A outcomes, monitoring instead is associated with lower M&A losses, but also with lower M&A gains.
A Review of “Entrepreneurial Intentions: A Cultural Perspective”
Africa Journal of Management
2016 This review of Ian Alexander and Benson Honig’s paper “Entrepreneurial intentions: A cultural perspective” highlights the importance of examining ethnicity based culture in entrepreneurship and the practical implications of Alexander and Honig’s findings. In their paper, Alexander and Honig propose that incorporating indigenous ethnic culture into the theory of planned behavior would significantly enhance our understanding of entrepreneurial intentions. Specifically, they argue, indigenous ethnic culture would significantly moderate the effect of attitude, subjective norms, and perceived behavioral control on entrepreneurial intentions. Using a sample of students from the four major ethnic groups of Kenya, the authors find that ethnicity based culture has a significant moderating effect on entrepreneurial intentions and they suggest how their findings would be beneficial to decision-makers and/or policymakers who must develop entrepreneurship programs.
Utilizing the firm's resources: How TMT heterogeneity and resulting faultlines affect TMT tasks
Strategic Management Journal
2011 While theory and evidence show that firms' competitive actions mediate the resource-performance relationship, details of top managements' roles in shaping resource utilization choices have been underemphasized. We address this oversight by integrating top management team heterogeneity and any resulting faultline strength with the resource-action-performance model to investigate how TMT composition differentially affects the model's two linkages. Specifically, we argue that TMT heterogeneity positively affects the resource-action linkage, yet negatively affects the action-performance linkage. Moreover, when heterogeneity begets strong faultlines, all such positive effect is lost. Supportive evidence from the in-vitro medical diagnostic substance manufacturing industry allows us to discuss how our findings contribute to upper echelons theory, as well as the emerging stream on resource utilization.
What Does The New Boss Think?
The Leadership Quarterly
2009 Leader succession often occurs because a performance decline highlights the need for change within an organization. When this need is especially high, successors are likely to be drawn from different cognitive communities than those of the replaced incumbents. Successors representing different cognitive communities carry out more change immediately after succession. This increased, rapid change will be most effective when the new leaders have had successful recent “top-job” experience. When successors lack recent top-job success, too much change too soon will actually hurt performance. We find moderate support for these relationships using panel data from the USA's National Football League.
The Context of Entrepreneurial Processes: One Size Does Not Fit All
Entrepreneurial Strategic Processes
2007 Past entrepreneurship research has emphasized the importance of the context of the entrepreneur (e.g., personality) along with environmental characteristics as predictors of the success of new ventures. Additional literature has expanded our understanding of how implementation processes such as business planning, social networking, and external financing may be key to new venture performance. This paper offers 12 propositions that link these two literatures. Specifically, we argue that the personality and goals of the entrepreneur, as well as the dynamism and munificence of the environment, may affect how well implementation processes enhance new venture performance.