Now showing items 11-20 of 47
Opportunity costs and non-scale free capabilities: profit maximization, corporate scope, and profit margins
(John Wiley & Sons, Ltd., 2010-07)
The resource-based view on firm diversification, subsequent to Penrose ( 1959 ), has focused primarily on the fungibility of resources across domains. We make a clear analytical distinction between scale free capabilities ...
Misaccounting for endogeneity: The peril of relying on the Heckman two‐step method without a valid instrument
(John Wiley & Sons, Ltd, 2019-03)
Firm‐specific human capital investments as a signal of general value: Revisiting assumptions about human capital and how it is managed
(John Wiley & Sons, Ltd, 2017-04)
Allocation of inventive effort in complex product systems
(John Wiley & Sons, Ltd., 2007-06)
This paper examines the allocation of inventive effort in complex product systems. I argue that complex product systems, e.g., personal computers (PCs), are distinguished by functional interaction among several components, ...
Threat of falling high status and corporate bribery: Evidence from the revealed accounting records of two South Korean presidents
(John Wiley & Sons, Ltd, 2018-04)
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)