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Demetrius Lewis - Emory University, Goizueta Business School. Atlanta, GA, US

Demetrius Lewis Demetrius Lewis

Assistant Professor of Organization & Management | Emory University, Goizueta Business School




Demetrius P. Lewis joined the Goizueta Business School faculty in 2016. Lewis completed his PhD in Organizational Theory at the Stanford Graduate School of Business. His research studies social and network processes occurring across organizations with a focus on venture capital and socio-political entrepreneurship. Professor Lewis' work has been featured in outlets including the Academy of Management Proceedings. Prior to graduate school, Lewis was a Research Associate at Princeton University.

Areas of Expertise (6)

Organization Theory

Quantitative Empirics

Qualitative Research

Venture Capital

Socio-Political Entrepreneurship

Social Movements

Education (2)

Stanford Graduate School of Business: PhD, Organizational Theory

Princeton University: Bachelor's, Economics

In the News (1)

Goizueta Business School welcomes new faculty

emorybusiness.com  online


Goizueta welcomes new faculty including (from left to right) Vilma Todri, assistant professor of information systems & operations management; Rohan Ganduri, assistant professor of finance; Jesse Bockstedt, associate professor of information systems & operations management; Cassandra Estep, assistant professor of accounting; Karl Schuhmacher, assistant professor of accounting; Inyoung Chae, assistant professor of marketing; Demetrius Lewis, assistant professor of organization & management; Morgan Ward, assistant professor of marketing; and Tian Heong Chan, assistant professor of information systems & operations management. John Kim, not pictured, is a lecturer in organization & management. “We are thrilled about these additions to our team,” says Kristy Towry, vice dean for faculty & research, Goizueta Term Chair in Accounting, and professor of accounting. “They are all innovators in their fields, and I can’t wait to see what new knowledge they’ll bring to the table here at Goizueta.”

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Publications (2)

Network Structure and Uncertainty: Exploring the Role of Strong Ties in Venture Capital Funding Networks

Academy of Management Journal

2015 Network-related outcomes are organized into several distinct theoretical classes of causes and effects based upon the network structure these ties suggest. The differences in these classes imply fundamental shifts in the efficacy and valence of the outcomes associated with distinct types of ties. We argue that which stream of network effects dominates depends highly on the environment an actor resides in. In environments that are uncertain, unstable, and whose market interactions and outcomes involve a greater degree of risk, strong ties provide benefits above and beyond ties of other types, such as weak ties. The mechanism underlying this process occurs as network actors build strong working group relationships that develop trust, build routines, and facilitate exploration in the face of uncertainty. The cofunding networks of venture capital firms illustrate that strong ties built through repeat collaboration on startup firm co-investments explain the successful outcomes of startup firms. In particular, this process is most prevalent when the environment is uncertain.

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Quotidian Disruptions, Social Influence, and Political Entrepreneurship: Evidence from India, 1954-1999

Academy of Management Journal

2014 This paper develops and tests a theory of quotidian disruptions and political entrepreneurship. We argue that disruptions—such as abnormally low levels of rainfall—affect the subsistence routines of citizens and thus instigate them to collectively act and form political organizations to channel their demands. Our theory also incorporates two types of social influence—direct and indirect—that causes focal regions to experience high rates of founding when their neighbors experience disruptions, even when they do not. We test our predictions using a quasi-experimental research design. We exploit exogenous rainfall levels across time but within region to study political party founding in India between 1954 until 2004. Our results indicate that regions that experience below average rainfall do indeed experience higher rates of party founding. Further, we find evidence of social influence as well. When neighboring regions experience low levels of rainfall in prior periods, a focal region also experiences increased levels of de novo party founding.

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