| The novelty of innovation: Competition, disruption and antitrust policy |
Af:100 |
OR/MS / 64 / 1-2 / 15 |
| Are inventors or firms the engines of innovation? |
Af:100 |
OR/MS / 63 / 5-6 / 341 |
| Performance, reliability or time-to-market? Innovative product development and the impact of government regulation |
Af:100 |
OR/MS / 63 / 5-6 / 345 |
| International taxation and production outsourcing |
Af:100 |
OR/MS / 63 / 5-6 / 347 |
| The role of organizational cynicism and conscientiousness in
the relationship between ethical leadership and deviance |
Af:100 |
OR/MS / 63 / 3-4 / 177 |
| The robot revolution: Managerial and employment consequences for firms |
Af:100 |
OR/MS / 63 / 3-4 / 179 |
| I will survive: Predicting business failures from customer ratings |
Af:100 |
OR/MS / 63 / 3-4 / 181 |
| Trials and terminations: Learning from competitors’ R&D failures |
Af:170 |
OR/MS / 63 / 3-4 / 183 |
| The effect of patent protection on inventor mobility |
Af:100 |
OR/MS / 63 / 1-2 / 11 |
| Product-line design in the presence of consumers’ anticipated regret |
Af:140 |
OR/MS / 63 / 1-2 / 15 |
| Rushed innovation: Evidence from drug licensing |
Af:220 |
OR/MS / 63 / 1-2 / 19 |
| Not in the job description: The commercial activities of academic scientists and engineers |
Af:220 |
OR/MS / 63 / 1-2 / 23 |
| Forking, fragmentation and splintering |
Af:100 |
OR/MS / 62 / 5-6 / 341 |
| What is different about digital strategy? From quantitative to qualitative change |
Af:140 |
OR/MS / 62 / 5-6 / 345 |
| Communicating with warmth in distributive negotiations is surprisingly counterproductive |
Af:100 |
OR/MS / 62 / 3-4 / 171 |
| Regulating innovation with uncertain quality: Information, risk and access in medical devices |
Af:220 |
OR/MS / 62 / 3-4 / 175 |
| New product preannouncement: Phantom products and the Osborne effect |
Af:140 |
OR/MS / 62 / 1-2 / 11 |
| Innovation, dynamic capabilities and leadership |
Af:100 |
OR/MS / 61 / 5-6 / 345 |
| Management innovation made in China: Haier’s Rendanheyi |
Af:100 |
OR/MS / 61 / 5-6 / 349 |
| 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(s) 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 |
