Now showing items 31-40 of 47
Strategic alliances and interfirm knowledge transfer
(John Wiley & Sons, Ltd., 1996-12)
This paper examines interfirm knowledge transfers within strategic alliances. Using a new measure of changes in alliance partners' technological capabilities, based on the citation patterns of their patent portfolios, we ...
Are network effects really all about size? The role of structure and conduct
(John Wiley & Sons, Ltd, 2013-03)
Rooted in neoclassical economics, network effects research has revolved around size, arguing that the more users a network has, the more valuable that network will be to each user. I argue that a network's structure ...
Structural homophily or social asymmetry? The formation of alliances by poorly embedded firms
(John Wiley & Sons, Ltd., 2009-09)
Recent research shows that preexisting network structure constrains the formation of new interorganizational alliances. Firms that are poorly embedded in a network structure are less likely than richly embedded firms to ...
I can do that alone…or not? How idea generators juggle between the pros and cons of teamwork
(John Wiley & Sons, Ltd, 2018-02)
Identity and career choice in music
(Kluwer Academic Publishers; Springer Science+Business Media, 1988-12)
Complementary assets as pipes and prisms: Innovation incentives and trajectory choices
(John Wiley & Sons, Ltd, 2014-09)
Mapping a sector’s scope transformation and the value of following the evolving core
(John Wiley & Sons, Ltd., 2021-12)
Adaptation across multiple landscapes: Relatedness, complexity, and the long run effects of coordination in diversified firms
(John Wiley & Sons, Ltd., 2019-11)
Research SummaryWe study the effect of coordination between businesses on the adaptation of diversified firms. Using a simulation‐based approach, we show that coordination between businesses limits adaptation, causing the ...
Fight or flight? Market positions, submarket interdependencies, and strategic responses to entry threats
(John Wiley & Sons, Ltd, 2019-10)
Research SummaryThis paper examines how incumbent firms’ market positions and interdependencies across their submarkets influence their responses to entry threats. We adapt a model of capacity deterrence to show that because ...
Incumbent repositioning with decision biases
(John Wiley & Sons, Ltd, 2019-12)
Research SummaryIncumbent firms often reposition themselves in response to entrants, but when doing so they incur repositioning costs. Incumbent repositioning costs and the associated decision biases have been identified ...