Category: Af (Strategy, innovation & competition)

Title Cat:App Page
Does the middle conform or compete? Quality thresholds predict the locus of innovation Af:100 OR/MS / 61 / 3-4 / 171
Skimming from the bottom: Empirical evidence of adverse selection when poaching customers Af:140 OR/MS / 61 / 3-4 / 175
Missing growth from creative destruction Af:230 OR/MS / 61 / 3-4 / 181
Slack time and innovation Af:130 OR/MS / 61 / 1-2 / 19
Utilizing public betas and free trials to launch a software product Af:140 OR/MS / 61 / 1-2 / 25
Bricks-and-mortar entry by online retailers in the presence of consumer sales taxes Af:140 OR/MS / 60 / 5-6 / 341
The impact of e-book distribution on print sales: Analysis of a natural experiment Af:140 OR/MS / 60 / 5-6 / 345
Do coupons expand or cannibalize revenue? Evidence from an e-market Af:140 OR/MS / 60 / 5-6 / 349
Innovation, openness and platform control Af:000 OR/MS / 60 / 3-4 / 183
Competitive strategies for brick-and-mortar stores to counter “showrooming” Af:100 OR/MS / 60 / 3-4 / 187
Absence-neglect and the origins of great strategies Af:100 OR/MS / 60 / 1-2 / 19
Does platform owner’s entry crowd out innovation? Evidence from Google photos Af:100 OR/MS / 60 / 1-2 / 23
The cognitive foundations of visionary strategy Af:100 OR/MS / 60 / 1-2 / 27
Social origins of great strategies Af:130 OR/MS / 60 / 1-2 / 31
Helping merchants to assess the profitability of deal-of-the-day promotions Af:140 OR/MS / 60 / 1-2 / 33
Selling your product through competitors’ outlets: Channel strategy when consumers comparison shop Af:140 OR/MS / 60 / 1-2 / 37
Why great strategies spring from identity movements Af:270 OR/MS / 60 / 1-2 / 41
When to abandon a research project and search for a new one Af:170 OR/MS / 59 / 5-6 / 373
Market entry by high technology startups: The effect of competition level and startup innovativeness Af:100 OR/MS / 59 / 1-2 / 17
Why outlet stores exist: Averting cannibalization in product line extensions Af:140 OR/MS / 59 / 1-2 / 21
When passion fades: Disentangling the temporal dynamics of entrepreneurial passion for founding Af:100 OR/MS / 58 / 5-6 / 431
Entry of copycats of luxury brands Af:100 OR/MS / 58 / 5-6 / 435
Do unions affect innovation? Af:130 OR/MS / 58 / 5-6 / 439
How commitment to craftsmanship leads to unique value: Steinway & Sons’ differentiation strategy Af:290 OR/MS / 58 / 5-6 / 443
Failure Is an option: Institutional change, entrepreneurial risk and new firm growth Af:100 OR/MS / 58 / 4 / 309
Fake it till you make it: Reputation, competition and yelp review fraud Af:100 OR/MS / 58 / 3 / 191
Do market leaders lead in business process innovation? The case&#40s&#41 of e-business adoption Af:100 OR/MS / 57 / 4 / 311
Dynamic optimal control of process–product innovation with learning by doing Af:170 OR/MS / 57 / 4 / 315
A business model innovation typology Af:100 OR/MS / 57 / 3 / 193
Skimming or penetration? Strategic dynamic pricing for new products Af:110 OR/MS / 57 / 1-2 / 21
Will a second mouse get the cheese? Learning from early entrants’ failures in a foreign market Af:100 OR/MS / 56 / 5-6 / 439
Fleet replacement, technology choice and the option to breach a leasing contract Af:100 OR/MS / 56 / 4 / 315
Online intermediary as a channel for selling quality-differentiated services Af:100 OR/MS / 56 / 3 / 193
Design innovativeness and product sales’ evolution Af:100 OR/MS / 56 / 3 / 197
Licensing radical product innovations to speed up diffusion Af:140 OR/MS / 56 / 1-2 / 21
Donating money to get money: The role of corporate philanthropy in stakeholder reactions to IPOs Af:110 OR/MS / 55 / 5-6 / 439
From hot cakes to cold feet: A contingent perspective on the relationship between market uncertainty and status homophily in the formation of alliances Af:100 OR/MS / 55 / 4 / 315
Placing strategy discourse in context: Sociomateriality, sensemaking and power Af:100 OR/MS / 55 / 4 / 319
Competing in advanced manufacturing: The need for improved growth models and policies Af:150 OR/MS / 55 / 4 / 321
Socio-cultural origins of the patterns of technological innovation: What is the likely interaction among religious culture, religious plurality and innovation? Towards a theory of socio-cultural drivers of the patterns of technological innovation Af:100 OR/MS / 55 / 3 / 199
The double edge of ambiguity in strategic planning Af:100 OR/MS / 55 / 3 / 201
Innovation regimes based on collaborative and global tinkering: Synthetic biology and nanotechnology in the hackerspaces Af:170 OR/MS / 55 / 3 / 205
Coproduct technologies: Product line design and process innovation Af:100 OR/MS / 55 / 1-2 / 25
Networks, social influence, and the choice among competing innovations: Insights from open source software licenses Af:160 OR/MS / 55 / 1-2 / 27
What happened to long-term employment? The role of worker power and environmental turbulence in explaining declines in worker tenure Af:130 OR/MS / 54 / 5-6 / 433
When do markets tip? A cognitive hierarchy approach Af:140 OR/MS / 54 / 5-6 / 437
Patents and innovation: Evidence from economic history Af:170 OR/MS / 54 / 5-6 / 441
The case against patents Af:170 OR/MS / 54 / 5-6 / 443
Customer-driven misconduct: How competition corrupts business practices Af:130 OR/MS / 54 / 4 / 313
Is pay for performance detrimental to innovation? Af:130 OR/MS / 54 / 3 / 187
Crowdsourcing new product ideas over time: An analysis of the Dell IdeaStorm community Af:100 OR/MS / 54 / 1-2 / 21
Technological diversification Af:100 OR/MS / 54 / 1-2 / 23
Lens or prism? Patent citations as a measure of knowledge flows from public research Af:170 OR/MS / 54 / 1-2 / 27
R&D outsourcing and the effectiveness of intangible investments: Is proprietary core knowledge walking out of the door? Af:170 OR/MS / 54 / 1-2 / 31
Dynamics of performing and remembering organizational routines Af:100 OR/MS / 53 / 5-6 / 441
Complementary drivers of new product development performance: Cross-functional coordination, information system capability, and intelligence quality Af:170 OR/MS / 53 / 5-6 / 445
Before identity: The emergence of new organizational forms Af:100 OR/MS / 53 / 4 / 313
Operational compliance levers, environmental performance, and firm performance under cap and trade regulation Af:240 OR/MS / 53 / 4 / 315
Key factors in the market for remanufactured products Af:140 OR/MS / 53 / 3 / 189
Capital is not enough: Innovation in developing economics Af:270 OR/MS / 53 / 3 / 191
Client strategies in vendor transition: A threat balancing perspective Af:160 OR/MS / 53 / 1-2 / 21
Implementing environmental technologies in development situations: The example of ecological toilets Af:220 OR/MS / 53 / 1-2 / 25
Profiting from knowledge management: The impact of time and experience Af:100 OR/MS / 52 / 5-6 / 435
University patenting: Patterns of faculty motivations Af:130 OR/MS / 52 / 5-6 / 437
From innovation to market entry: A strategic management model for new technologies Af:140 OR/MS / 52 / 5-6 / 439
Dominant design or multiple designs: The flash memory card case Af:160 OR/MS / 52 / 5-6 / 441
Hidden innovators: The role of non–R&D activities Af:170 OR/MS / 52 / 5-6 / 443
Open innovation policy through intermediaries: The industry incubator programme in Norway Af:210 OR/MS / 52 / 5-6 / 445
Timing is everything: A meta-analysis of the relationships between organizational performance and innovation Af:100 OR/MS / 52 / 4 / 317
Managing disputes with nonmarket stakeholders: Wage a fight, withdraw, wait, or work it out? Af:100 OR/MS / 52 / 4 / 319
Internationalization strategies of emerging markets firms Af:100 OR/MS / 52 / 3 / 197
Life after death? Analyzing post-defection consumer brand equity Af:140 OR/MS / 52 / 3 / 201
Strategies to fight ad-sponsored rivals Af:140 OR/MS / 52 / 1-2 / 19
Competitiveness and changing patterns of embeddedness in Romania Af:270 OR/MS / 52 / 1-2 / 23
Operational capabilities: The secret ingredient Af:100 OR/MS / 51 / 5-6 / 431
Market segmentation from a behavioral perspective Af:130 OR/MS / 51 / 5-6 / 433
Exploring a theoretical framework to structure the public policy implications of open innovation Af:100 OR/MS / 51 / 4 / 315
The last frontier: Market creation in conflict zones, deep rural areas, and urban slums Af:100 OR/MS / 51 / 4 / 319
Triple helix and regional development: A perspective from Oxfordshire in the UK Af:100 OR/MS / 51 / 4 / 321
Strategic product/service innovations of an online firm Af:160 OR/MS / 51 / 4 / 325