Now showing items 21-30 of 60
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 ...
Performance effects of imitative entry
(John Wiley & Sons, Ltd., 2008-08)
This article examines how waiting to imitate a product affects the performance of the imitator compared to the innovator. Specifically, we address two research questions. Under what conditions does imitation erode the ...
What do they know? The effects of outside director acquisition experience on firm acquisition performance
(John Wiley & Sons, Ltd., 2008-11)
This article contributes to the literature on board effectiveness by being perhaps the first to systematically examine how the nature of outside directors' prior experience, and resulting expertise, will influence the ...
“We do what we must, and call it by the best names”: Can deliberate names offset the consequences of organizational atypicality?
(John Wiley & Sons, Ltd, 2016-06)
The dominant logic: A new linkage between diversity and performance
(John Wiley & Sons, Ltd., 1986-11)
Current research offers alternative explanations to the ‘linkage’ between the pattern of diversification and performance. At least four streams of research can be identified. None of these can be considered to be a reliable, ...
Managerial foresight and attempted rent appropriation: insider trading on knowledge of imminent breakthroughs
(John Wiley & Sons, Ltd., 2005-09)
In order to establish a competitive advantage, firms must acquire or create resources at a price below their value in use. Absent pure luck, this requires managers to exercise foresight about a resource's future value ...
With greater power comes greater responsibility? takeover protection and corporate attention to stakeholders
(John Wiley & Sons, Ltd., 2009-03)
Using takeover protection as an indicator of corporate governance, this study examines how an exogenous shift in power from shareholders to managers affects corporate attention to non-shareholding stakeholders. Two competing ...
Blocked But Not Tackled: Who Founds New Firms When Rivals Dissolve?
(John Wiley & Sons, Ltd, 2017-11)
Doing well by doing good—case study: ‘Fair & Lovely’ whitening cream
(John Wiley & Sons, Ltd., 2007-12)
According to the ‘doing well by doing good’ proposition, firms have a corporate social responsibility to achieve some larger social goals, and can do so without a financial sacrifice. This research note empirically examines ...
Does complexity deter customer‐focus?
(John Wiley & Sons, Ltd., 2012-02)
Economic models suggest that firms use a simple cost‐benefit calculation to evaluate customer requests for new product features, but an extensive organizational literature shows the decision to implement innovation is more ...