David W Lehman
Biographic Data
| ID | 4274364 |
|---|---|
| NAME | David W Lehman |
| GIVEN NAMES | David W |
| FAMILY NAME | Lehman |
| SIGNATURE | LEHMAN D W |
| AFFILIATIONS | University of Virginia |
| ORCID | 0000-0001-6663-889X |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 10 |
| AUTHOR COUNT | 9 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1977 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 2 |
Revisiting the Uppsala model from a history-to-theory perspective
When do firms learn? Learning before versus after exporting
Organizational learning begins with experience. However, it remains an open question whether firms learn from a particular type of experience: exporting. This study aims to speak into this debate by examining when learning by exporting occurs. Our core thesis is that the timing of learning by exporting depends on a firm’s home market economic development. Drawing on classic theories of organizational learning, we posit that firms in more develope…
Home-market economic development as a moderator of the self-selection and learning-by-exporting effects
Grade inflation in restaurant hygiene inspections
Authenticity
The concept of authenticity informs a number of central topics in management studies. On the surface, it might seem that a consensus exists about its meaning; there is indeed widespread agreement that authenticity refers to that which is “real” or “genuine” or “true.” Below the surface, however, there is much less agreement; scholars use the same lexical term but often approach the concept from different perspectives and apply different meanings.…
The Beholder's Eyes
Organizations normally benefit from being perceived as authentic. Yet an ongoing puzzle persists about self-claims of authenticity: although the weight of findings suggests that individuals will devalue organizations touting themselves as authentic, some findings suggest that such self-claims may be rewarded. The authors suggest that this puzzle can be answered, at least partly, by considering two fundamental but different meanings of authenticit…
The Perils of Proclaiming an Authentic Organizational Identity
An emerging body of research consistently demonstrates that individuals in developed consumer markets value authenticity. But how individuals respond to organizations that tout their identities as authentic is not so well understood. We argue that organizational attempts at explicitly proclaiming their own identity as authentic will generally be regarded by individuals with skepticism and devaluation. Across two studies with different research de…
Authenticity and Consumer Value Ratings
We present two studies that together test a fundamental yet rarely examined assumption underlying the contemporary appeal of authenticity—namely, that consumers assign higher value ratings to organizations regarded as authentic. Study 1 conducts content analysis of unsolicited online restaurant reviews entered voluntarily by consumers in three major U.S. metropolitan areas from October 2004 to October 2011; the data contain information from 1,271…
Agrarian structures and paths of transformation
The Perils of Proclaiming an Authentic Organizational Identity
An emerging body of research consistently demonstrates that individuals in developed consumer markets value authenticity. But how individuals respond to organizations that tout their identities as authentic is not so well understood. We argue that organizational attempts at explicitly proclaiming their own identity as authentic will generally be regarded by individuals with skepticism and devaluation. Across two studies with different research de…
The Beholder's Eyes
Organizations normally benefit from being perceived as authentic. Yet an ongoing puzzle persists about self-claims of authenticity: although the weight of findings suggests that individuals will devalue organizations touting themselves as authentic, some findings suggest that such self-claims may be rewarded. The authors suggest that this puzzle can be answered, at least partly, by considering two fundamental but different meanings of authenticit…
Agrarian structures and paths of transformation
Authenticity and Consumer Value Ratings
We present two studies that together test a fundamental yet rarely examined assumption underlying the contemporary appeal of authenticity—namely, that consumers assign higher value ratings to organizations regarded as authentic. Study 1 conducts content analysis of unsolicited online restaurant reviews entered voluntarily by consumers in three major U.S. metropolitan areas from October 2004 to October 2011; the data contain information from 1,271…
The Perils of Proclaiming an Authentic Organizational Identity
An emerging body of research consistently demonstrates that individuals in developed consumer markets value authenticity. But how individuals respond to organizations that tout their identities as authentic is not so well understood. We argue that organizational attempts at explicitly proclaiming their own identity as authentic will generally be regarded by individuals with skepticism and devaluation. Across two studies with different research de…
The Beholder's Eyes
Organizations normally benefit from being perceived as authentic. Yet an ongoing puzzle persists about self-claims of authenticity: although the weight of findings suggests that individuals will devalue organizations touting themselves as authentic, some findings suggest that such self-claims may be rewarded. The authors suggest that this puzzle can be answered, at least partly, by considering two fundamental but different meanings of authenticit…
Authenticity
The concept of authenticity informs a number of central topics in management studies. On the surface, it might seem that a consensus exists about its meaning; there is indeed widespread agreement that authenticity refers to that which is “real” or “genuine” or “true.” Below the surface, however, there is much less agreement; scholars use the same lexical term but often approach the concept from different perspectives and apply different meanings.…
Grade inflation in restaurant hygiene inspections
Home-market economic development as a moderator of the self-selection and learning-by-exporting effects
When do firms learn? Learning before versus after exporting
Organizational learning begins with experience. However, it remains an open question whether firms learn from a particular type of experience: exporting. This study aims to speak into this debate by examining when learning by exporting occurs. Our core thesis is that the timing of learning by exporting depends on a firm’s home market economic development. Drawing on classic theories of organizational learning, we posit that firms in more develope…
Revisiting the Uppsala model from a history-to-theory perspective
Psychology (6 works) · Business (5 works) · Economics (4 works) · Social Psychology (4 works) · Advertising (3 works) · Computer Science (3 works) · Consumer Behavior in Brand Consumption and Identification (3 works) · International Business and FDI (3 works) · Marketing (3 works) · Political science (3 works)