Biography
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.
Education
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PhD in Organizational TheoryStanford Graduate School of Business
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Bachelor's in EconomicsPrinceton University
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.
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.
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.
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.