The Power and Limits of Distributed Representations in Strategic Decision Making

The authors thank Gwen Lee for editorial guidance; two anonymous reviewers for insightful and constructive feedback; Dylan Boynton, Ji-hyun Kim, and Mana Heshmati for valuable comments on earlier drafts; and seminar participants at Stanford Graduate School of Business, the University of St. Gallen, the Duke Strategy Conference, the Tuck Summer Camp, and the Academy of Management Meeting for helpful suggestions. All remaining errors are the authors’ own.