Professor Earle’s research interests grew out of a long-held fascination with the transformational power of innovation. The core of his research program is developing new ways of understanding how innovations move from initial invention to marketable products, services, and business models; and how this process affects and informs the strategies of participating organizations. For empirical contexts, he focuses on disruptive innovations in chemistry, energy, and other technology-driven fields. His most recent research focuses on extra-organizational levels of analysis including, networks, eco-systems, and communities. Professor Earle has presented his research at Academy of Management; Sustainability, Ethics, and Entrepreneurship; GRONEN, Asian Academy of Management, and Strategic Management Society meetings and published in leading management journals including Research Policy and Administrative Science Quarterly. He was also named a Strategy Research Foundation Scholar for 2017-2019.
In addition to pursuing his research program, Professor Earle serves as the Chair of UNH’s Holloway Prize business proposal competition, Co-PI of UNH’s NSF I-Corps Site, holds a USASBE Technology Entrepreneurship Education certificate, and is a Certified Lean Launchpad Educator. Before pursuing his Ph.D., Professor Earle had experience in new ventures, consulting, and as an University of Oregon Technology Entrepreneurship Fellow.
Ph.D., University of Oregon
M.A., Economics, Washington State University
M.B.A., Entrepreneurship, University of Oregon
B.A., Economics and Communications, Western Washington University
ADMN 695: Independent Study
ADMN 703: Strategic Mgt: Decision Making
ADMN 982: Creating Winning Strategies
MGT 732: Exploratn Entrepreneurial Mgt
PAUL 695: Independent Study
Earle, A., Merenda, M., & Davis, J. (2019). Strategy-as-Process in a Technology Venture: A Case Study of Pivots, Pauses, Partners, and Progress. Technology Innovation Management Review, 9(1), 9-19.
Earle, A. G. (2018). Stuck in the Middle: Using Middle-Status Conformity to Unravel Conflicting Results in Innovation Diffusion Patterns. Journal of Innovation Management, 6(1), 32-54.
Turell, Y. W., & Earle, A. G. (2018). Social entrepreneurs and field-level change: an institutional process model of social entrepreneurship. In SOCIAL INNOVATION AND SUSTAINABLE ENTREPRENEURSHIP (pp. 153-189). Retrieved from http://gateway.webofknowledge.com/
Howard-Grenville, J., Nelson, A. J., Earle, A. G., Haack, J. A., & Young, D. M. (2017). “If Chemists Don’t Do It, Who Is Going To?” Peer-driven Occupational Change and the Emergence of Green Chemistry. Administrative Science Quarterly, 62(3), 524-560. doi:10.1177/0001839217690530
Earle, A. G. (2017). Expanding the Geographic Scope of University Entrepreneurship Research: Theoretical Justification and Empirical Evidence. Journal of International Management Studies, 21(1), 24-31.
Earle, A., & Nelson, A. (2015). Networks and Organizational Ambidexterity: From the Lab to the Market in Green Chemistry. Academy of Management Proceedings, 2015(1), 15777. doi:10.5465/ambpp.2015.15777abstract
Russo, M. V., Earle, A., Lahneman, B., & Tilleman, S. G. (2015). "Geography, Personal Values, and Hybrid Companies". Academy of Management Proceedings, 2015(1), 17476. doi:10.5465/ambpp.2015.17476abstract
Nelson, A., Earle, A., Howard-Grenville, J., Haack, J., & Young, D. (2014). Do innovation measures actually measure innovation? Obliteration, symbolic adoption, and other finicky challenges in tracking innovation diffusion. Research Policy, 43(6), 927-940. doi:10.1016/j.respol.2014.01.010
Schnackenberg, A., Sharma, G., & Earle, A. G. (n.d.). Operational ambidexterity: Harnessing manager and employee exploration and exploitation via hybrid control mechanisms. Long Range Planning.
Earle, A. G., Aktekin, T., & Sohl, J. E. (n.d.). Resources Acquisition in Strategic Factor Markets by Early Stage Ventures: A Bayesian Perspective.. Strategic Entrepreneurship Journal.