Now showing items 41-50 of 102
Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995
(John Wiley & Sons, Ltd., 2000-10)
This paper studies how firms use acquisitions to achieve long-term business reconfiguration. We base the study in a routine-based perspective on business dynamics. We develop and test hypotheses concerning the relative ...
Alliance capability, stock market response, and long-term alliance success: the role of the alliance function
(John Wiley & Sons, Ltd., 2002-08)
This paper addresses two key questions: (1) what factors influence firms' ability to build alliance capability and enjoy greater alliance success, where firm-level alliance success is measured in two ways: (a) abnormal ...
HR's new ROI: Return on intangibles
(Wiley Subscription Services, Inc., A Wiley Company, 2005)
A new human resource ROI has been identified: return on intangibles . Intangibles represent the hidden value of a firm and are becoming an increasingly important portion of a firm's total market capitalization. Six actions ...
Mapping technological capabilities into product markets and competitive advantage: the case of cholesterol drugs
(John Wiley & Sons, Ltd., 2002-02)
While a lot of attention has been paid to those characteristics of capabilities that give firms a competitive advantage, a lot less attention has been given to supporting empirical evidence and to the deployment of these ...
Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success
(John Wiley & Sons, Ltd., 2007-10)
In recent years, academics and managers have been very interested in understanding how firms develop alliance capability and have greater alliance success. In this paper, we show that an alliance learning process that ...
Time out for family: Shift work, fathers, and sports
(Wiley Subscription Services, Inc., A Wiley Company, 2008)
Shift work is a fact of life for many workers. Almost one in six full-time hourly and salary employees works a shift outside the 6 a.m. to 6 p.m. window that researchers use to define the temporal bounds of the traditional ...
Legacies in Organizations.
(2013)
Within some organizations, certain individuals seem to “live on” after they are gone. We often refer to these individuals as having a legacy, or a representation that endures in the collective memory of the group after ...
Firm and environmental influences on the mode and sequence of foreign research and development activities
(John Wiley & Sons, Ltd., 1998-02)
This paper develops an explanation for the mode and sequence of entry that firms select for their international research and development activities. The hypotheses are based on the internalization and evolutionary theory ...
Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity
(John Wiley & Sons, Ltd., 2010-02)
We utilize a qualitative study of 33 employees in for-profit and non-profit organizations to elaborate theory on job crafting. We specifically focus on how employees at different ranks describe perceiving and adapting to ...
Inducing Employees to Leave: A Comparison of Four Severance Options
(Wiley Subscription Services, Inc., A Wiley Company, 2013-03)
This study examines the demographic, economic, and psychographic characteristics of 324 blue‐collar workers who were offered four options for either retirement or severance from the organization. Consistent with previous ...