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 innovations in chemistry, energy, and other technology-driven fields. His most recent research focuses on extra-organizational levels of analysis including, networks, ecosystems, and communities. Professor Earle has presented his findings at numerous conferences, including Academy of Management and Strategic Management Society meetings, and published his research in leading management journals including Research Policy, Journal of Business Venturing, Journal of Business Ethics, and Administrative Science Quarterly. He was also named a Strategy Research Foundation Scholar for 2018-2019 and Fulbright Scholar for 2022-2023.
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 a University of Oregon Technology Entrepreneurship Fellow.
- Research Impact on Practice Award (runner-up), Academy of Management ONE Division (2018)
- Presidential Award for Responsible Research, International Association for Chinese Management Research (2017)
- Best Research Paper Award, GRONEN Research Conference (2016)
- Best Research Paper Award. Sustainability, Ethics, and Entrepreneurship Conference (2015)
- Best Dissertation Award (Runner-up), INFORMS Technology Management Section (2014)
- Paul College Excellence in Teaching Award (2021)
- Outstanding MBA Faculty Award (2018, 2021)
- Pathways to Innovation Campus Culture and Policy Award, VentureWell (2017)
- Management/Commerce Planning/Policy
- ADMN 703: Strategic Mgt: Decision Making
- ADMN 775: Strategic Management
- ADMN 982: Creating Winning Strategies
- MGT 662: Entrepreneurial Management
- MGT 732: Exploratn Entrepreneurial Mgt
Leyva-de la Hiz, D. I., Aragon-Correa, J. A., & Earle, A. G. (2022). Innovating for Good in Opportunistic Contexts: The Case for Firms' Environmental Divergence. JOURNAL OF BUSINESS ETHICS, 176(4), 705-721. doi:10.1007/s10551-020-04693-0
Whittingham, K. L., Earle, A. G., Leyva-de, L. H. D. I., & Argiolas, A. (2022). The impact of the United Nations SUSTAINABLE DEVELOPMENT GOALS on corporate sustainability reporting. BRQ-BUSINESS RESEARCH QUARTERLY. doi:10.1177/23409444221085585
Russo, M. V., Earle, A. G., Lahneman, B. A., & Tilleman, S. G. (2022). Taking root in fertile ground: Community context and the agglomeration of hybrid companies. JOURNAL OF BUSINESS VENTURING, 37(2). doi:10.1016/j.jbusvent.2021.106184
Earle, A., & Leyva-de la Hiz, D. (2021). The Wicked Problem of Teaching About Wicked Problems: Design Thinking and Emerging Technologies in Sustainability Education. Management Learning, 52(5), 581-603.
Earle, A. G., Merenda, M., Short, K., Thein, M. -W., & Sedam, M. (2020). Lean Collaboration on Campus? A Social Network and Bricolage Approach. Advances in Engineering Education, Spring 2020. Retrieved from https://advances.asee.org/
Earle, A., Leyva de la Hiz, D., & Turell, Y. (2019). Hybrid Business Models and the Public Science–Private Industry Interface. Journal of Business Models, 7(4). Retrieved from https://journals.aau.dk/index.php/JOBM/article/view/2921
Earle, A. G., Merenda, M. J., & Davis, J. M. (2019). Strategy-as-Process in a Technology Venture: A Case Study of Pivots, Pauses, Partners, and Progress. TECHNOLOGY INNOVATION MANAGEMENT REVIEW, 9(1), 8-18. doi:10.22215/timreview/1208
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. Retrieved from https://journalsojs3.fe.up.pt/index.php/jim
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 https://www.webofscience.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.
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