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Person

Marc Gruber

Biography

Administrative & Editorial Positions

2017- Vice President for Innovation at EPFL

2013- Deputy & Associate Editor: Academy of Management Journal (AMJ

2009-2016 Director of the MTE Master Program at EPFL

2000-2005 Manager of the LMU Entrepreneurship Center

Academic Positions

10/2005 - present

Ecole Polytechnique Fédérale de Lausanne (EPFL)

Assistant Professor (2005-2008), Associate Professor (2008-2010), Full Professor (since 2011)

9/2004 -12/2004

Wharton School, University of Pennsylvania, Philadelphia

Visiting Scholar

9/2000 - 9/2005

University of Munich (LMU), Munich School of Management

Habilitand

Vice-Director of the Institute for Innovation Research, Technology Management and Entrepreneurship (Director: Prof. Dietmar Harhoff, Ph.D.)

Manager of the ODEON Center for Entrepreneurship

1/1999 -12/1999

Wharton School, University of Pennsylvania, Philadelphia

Visiting Scholar

10/1995-12/1998

University of St. Gallen, HSG

Research Assistant, Ph.D. candidate

Degrees and Nominations

4/2005 University of Munich (LMU), Munich School of Management

Venia Legendi for Management (Habilitation)

10/2000 University of St. Gallen, HSG

Ph.D. in Management

10/1995 University of St. Gallen, HSG

Master in Business Administration (lic. oec. HSG)

Official source

https://people.epfl.ch/marc.gruber

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Related units (12)

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Courses taught by this person (2)

Courses taught by this person

Related research domains (15)

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Related publications (107)

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People doing similar research (147)

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Research Summary: This article investigates venture capital (VC) decision-making, a process that occurs under changing conditions and limited, ambiguous information. We shed new light on the inherent dynamics of this strategic process. One of the key distinguishing features of our study is its unprecedented access to the internal decision-making process of a VC firm. By analyzing unique, longitudinal data capturing 2,383 proposal selection processes conducted over the life of one venture capital fund, we show how decision-making speed and the information cues that decision makers rely upon will, over time, change in systematic and predictable ways. Specifically, our approach allows us to identify fundamental, unexplored patterns with respect to the selection process as a whole and the multiple stages within the process.Managerial Summary: Each year venture capitalists receive hundreds of investment proposals, but is every proposal received by a venture capitalist processed equally? In this study, we show how the source of a proposal and the available amount of investment capital, factors that are not contained within the pages of a proposal, may influence the investment decision-making process. Our results highlight the impact of being referred to a venture capitalist by a trusted source, as more time is spent evaluating these proposals and they proceed further along in the process. We also find that venture capitalists process proposals more quickly as the capital in the fund is invested over the life of the fund.

WILEY2023

Recognizing And Utilizing Novel Research Opportunities With Artificial Intelligence

Marc Gruber

ACAD MANAGEMENT2023

Research on founder identity has significantly advanced our understanding of entrepreneurship and related literatures. By departing from the widely held-though often implicit-assumption that culture defines the parameters of identity formation, this paper investigates how the alignment, or misalignment, between a founder's identity and their perceived sociocultural context influences new firm creation. We engage in an in-depth qualitative study of 49 founders in Taiwan that reveals how founders' identity structures can be (mis)aligned with their perceived social structures, and how the reinforcement or tensions generated by (mis)alignment can fuel the creation of fundamentally different types of ventures-including those that challenge the perceived sociocultural status quo with a social mission intended to push society toward a new equilibrium. Our theory of founder identity-society (mis)alignment is therefore able to specify a key mechanism linking the founder's identity with perceived sociocultural context. Furthermore, we advance the influential Schumpeterian theory of creative destruction beyond the purely economic context to address the broader sociocultural environment and to incorporate the concept of creative reconstruction, in which entrepreneurs seek to restore elements of society past.

ACAD MANAGEMENT2022