Timothy B. Folta is Professor, Thomas John and Bette Wolff Family Chair of Strategic Entrepreneurship at University of Connecticut, Faculty Director of the Connecticut Center for Entrepreneurship and Innovation, and Assistant Program Chair of the Strategic Management Division of the Academy of Management.
His research and teaching examine both entrepreneurship and corporate strategy, analyzing decisions around entry, exit, and diversification. He is currently examining the role of the corporate headquarters in multi-business firms in reallocating strategic resources across businesses, and the effectiveness of government grant programs in supporting technical entrepreneurship.
He is associate editor of Strategic Entrepreneurship Journal, co-Editor of a 2016 volume of Advances in Strategic Management on Resource Redeployment and Corporate Strategy, and on the editorial boards of Academy of Management Review, Journal of Business Venturing, Strategic Management Journal, Journal of International Business Studies, and Strategy Science.
Areas of Expertise (7)
Market Entry and Exit
Corporate Strategy and Diversification
Venture Capital and Angel Capital
Entrepreneurship and Innovation
Purdue University: Ph.D., Management 1994
Purdue University: M.S., Industrial Administration 1990
Southern Methodist University Cox School of Business: B.B.A., Business Administration
- Academy of Management, executive committee member, the Entrepreneurship Division (2015-present)
- Fellow at the University of Strasbourg (France) Institute for Advanced Study (2012-2016)
- Academy of Management Business Policy and Strategy co-chair of the Doctoral Consortium (2004-2005)
- Academy of Management, executive committee member, the Business Policy and Strategy Division (2003-2005)
- Academy of Management Business Policy and Strategy, member of member of the Research Committee (1999-2001)
- Visiting Professor at LUISS University (Rome)
Strategic Management Society Conference Best Paper Award (professional)
2018 Best Paper in the Corporate Strategy Interest Group for “How does the potential for resource redeployment affect market exit decisions? Evidence from the global retail sector,” with T. Sohl.
Strategic Management Society Conference Best Paper Award Finalist (professional)
2018 Best Paper FInalist for “How does the potential for resource redeployment affect market exit decisions? Evidence from the global retail sector,” with T. Sohl.
IDEA Foundational Paper Award (professional)
2012 IDEA Foundational Paper Award in the Entrepreneurship Division at the Academy of Management honoring a paper that has powerfully and positively changed the conversation in the field of entrepreneurship for at least a decade
Media Appearances (3)
Companies might invest more in new ventures if they could see in advance how to redeploy the assets if things don’t pan out
UCLA Anderson Review online
But how best to deploy shareholders’ capital in what are inherently risky new ventures? Research by UCLA Anderson’s Marvin B. Lieberman, Gwendolyn K. Lee of the University of Florida and Timothy B. Folta of the University of Connecticut proposes a blueprint, of sorts, for making the wisest possible corporate investment decisions...
7 TED Talks That Will Change the Way You Look at Business
t’s no surprise, then, that certain TED Talks have impacted the way some entrepreneurs approach business. From Dr. Timothy Folta’s redefined definition of entrepreneurship to author and consultant Joseph Pine’s take on what consumers want, here are seven TED Talks that will transform how you look at your business...
DO ANGEL INVESTORS LEAVE STARTUPS LAGGING?
Dutta collaborated on the project with Timothy Folta of the University of Connecticut School of Business. The findings appear in the Journal of Business Venturing...
2018 Managers engage in a variety of strategies, not randomly, but having in mind their performance implications. Therefore, strategic choices are endogenous in performance equations. Despite increasing efforts by various scholars in solving endogeneity bias, prior attempts have almost exclusively focused on single, one-sided, and discrete (binary) organizational decisions.
2017 Combining the concept of resource relatedness with the economic notion of sunk costs, we assess how the potential for resource redeployment affects market entry and exit by multi - business firms. If the performance of a new business falls below expectations, a diversified firm may be able to redeploy its resources back into related businesses.
2017 Why do new technically oriented firms start where they do, and how does location make a difference? New technically oriented companies often seem to start in clusters of related firms. This has led to concentrations of these firms in places such as Silicon Valley, Seattle, Boston and San Diego in the United States; Cambridge in the United Kingdom; Bangalore in India; Tel Aviv in Israel; and Lund in Sweden.
2016 This paper introduces the volume on Resource Redeployment and Corporate Strategy, which is devoted to exploring a relatively new justification for how multi-business firms create value having flexibility to internally redistribute non-financial resources across their businesses.
2016 This paper introduces the volume on Resource Redeployment and Corporate Strategy, which is devoted to exploring a relatively new justification for how multi-business firms create value – having flexibility to internally redistribute non-financial resources across their businesses.