| The effect of strategic complexity on marketing strategy and organizational performance |
Af:140 |
OR/MS / 47 / 2 / 131 |
| Designing a family of development-intensive products |
Af:160 |
OR/MS / 47 / 2 / 133 |
| Gales of creative destruction and the opportunistic incumbent: The case of electric vehicles in California |
Af:240 |
OR/MS / 47 / 2 / 137 |
| The globalization of research in the pharmaceutical industry: A case of uneven development |
Af:290 |
OR/MS / 47 / 2 / 141 |
| Customized products: A competitive analysis |
Af:140 |
OR/MS / 47 / 1 / 21 |
| The idiosyncrasy and dynamism of technological innovation across industries: Patent citation analysis |
Af:160 |
OR/MS / 47 / 1 / 25 |
| Social capital, geography and survival: Gujarati immigrant entrepreneurs in the US lodging industry |
Af:100 |
OR/MS / 46 / 6 / 603 |
| Competitive environmental strategies: When does it pay to be green? |
Af:100 |
OR/MS / 46 / 6 / 607 |
| The making of a “hot product”: A signaling explanation of marketers’ scarcity strategy |
Af:140 |
OR/MS / 46 / 6 / 609 |
| The personal computer and entrepreneurship |
Af:170 |
OR/MS / 46 / 6 / 611 |
| Perception of foreignness: Benefit or liability? |
Af:140 |
OR/MS / 46 / 5 / 483 |
| Role change of design engineers in product development |
Af:170 |
OR/MS / 46 / 5 / 485 |
| In search of complementarity in innovation strategy: Internal R&D and external knowledge acquisition |
Af:170 |
OR/MS / 46 / 5 / 489 |
| The well-timed strategy: Managing the business cycle |
Af:100 |
OR/MS / 46 / 4 / 377 |
| Regional industrial identity: Cluster configuration and economic development |
Af:110 |
OR/MS / 46 / 4 / 379 |
| Mandates and technology acceptance: A tale of two enterprise technologies |
Af:170 |
OR/MS / 46 / 4 / 381 |
| Learning through alliances: General Motors and NUMMI |
Af:100 |
OR/MS / 46 / 3 / 241 |
| Firm performance and the strategic fit of manufacturing technology |
Af:150 |
OR/MS / 46 / 3 / 245 |
| Industry clockspeed and the pace of new product development |
Af:170 |
OR/MS / 46 / 3 / 247 |
| Managing formation processes in R&D consortia |
Af:170 |
OR/MS / 46 / 3 / 251 |
| A pattern of enhancing innovative knowledge capabilities: Case study of a Chinese telecom manufacturer |
Af:250 |
OR/MS / 46 / 3 / 255 |
| A healthy hybrid: The technological dynamism of minority-state-owned firms in China |
Af:270 |
OR/MS / 46 / 3 / 257 |
| When not all conflict is bad: Manufacturing-marketing conflict and strategic incentive design |
Af:140 |
OR/MS / 46 / 2 / 123 |
| Developing strategic orientation in China: Antecedents and consequences of market and innovation orientations |
Af:170 |
OR/MS / 46 / 2 / 127 |
| A regional innovation system in a small-sized region: A clustering model in Zhongguancun Science Park |
Af:220 |
OR/MS / 46 / 2 / 131 |
| Biotech-pharmaceutical alliances as a signal of asset and firm quality |
Af:280 |
OR/MS / 46 / 2 / 133 |
| The impact of managerial rationality on the organizational paradigm: Role models in the management of innovation |
Af:100 |
OR/MS / 46 / 1 / 21 |
| Measuring nonprofit marketing strategy performance: The case of museum stores |
Af:140 |
OR/MS / 46 / 1 / 23 |
| The influence of strategic dimensions and the environment on the introduction of internet as innovation into small and medium-sized enterprises |
Af:160 |
OR/MS / 46 / 1 / 25 |
| Legitimizing first: Organizing activities and the survival of new ventures |
Af:170 |
OR/MS / 46 / 1 / 27 |
| A multi-objective approach to CEO selection |
Af:100 |
OR/MS / 45 / 6 / 607 |
| Threats to international operations: Dealing with political risk at the firm level |
Af:100 |
OR/MS / 45 / 6 / 611 |
| The evolution of innovation: Cultural backgrounds and the use of innovation models |
Af:100 |
OR/MS / 45 / 6 / 615 |
| A descriptive analysis of discrete US industrial complexes |
Af:120 |
OR/MS / 45 / 6 / 619 |
| New venture ideas: An analysis of their origin and early development |
Af:170 |
OR/MS / 45 / 6 / 621 |
| Using scenarios to challenge and change management thinking |
Af:100 |
OR/MS / 45 / 5 / 481 |
| Reputation management capabilities as decision rules |
Af:100 |
OR/MS / 45 / 5 / 483 |
| Organizational DNA for strategic innovation |
Af:100 |
OR/MS / 45 / 5 / 487 |
| Blue ocean strategy: From theory to practice |
Af:140 |
OR/MS / 45 / 5 / 489 |
| Competitor see, competitor do: Incumbent entry in the new market niches |
Af:140 |
OR/MS / 45 / 5 / 493 |
| Simulation of the new product development process for performance improvement |
Af:170 |
OR/MS / 45 / 5 / 497 |
| Online assessment of new product development performance: An approach |
Af:170 |
OR/MS / 45 / 5 / 499 |
| Transferring, translating and transforming: An integrative framework for managing knowledge across boundaries |
Af:100 |
OR/MS / 45 / 4 / 361 |
| Standardization process of systems technologies: Creating a balance between competition and cooperation |
Af:170 |
OR/MS / 45 / 4 / 363 |
| Collaborating with activists: How Starbucks works with NGOs |
Af:220 |
OR/MS / 45 / 4 / 367 |
| Organization and management in the midst of societal transformation: The People’s Republic of China |
Af:100 |
OR/MS / 45 / 2 / 121 |
| Organizational de-development |
Af:100 |
OR/MS / 45 / 2 / 123 |
| Assessing the effectiveness of technology policy – A long-term view |
Af:170 |
OR/MS / 45 / 2 / 125 |
| Capabilities, structures and strategies re-examined: Incumbent firms and the emergence of complex product systems (CoPS) in mature industries |
Af:100 |
OR/MS / 45 / 1 / 13 |
| Corporate reputations: Should you compete on yours? |
Af:100 |
OR/MS / 45 / 1 / 15 |
| The real art of strategic planning |
Af:100 |
OR/MS / 45 / 1 / 19 |
| The cycles of corporate branding: The case of the Lego Company |
Af:140 |
OR/MS / 45 / 1 / 21 |
| Urban security in perspective |
Af:250 |
OR/MS / 44 / 6 / 607 |
| First responders: Problems and solutions: Communications |
Af:250 |
OR/MS / 44 / 6 / 611 |
| Sustainable pioneering advantage? Profit implications of market entry order |
Af:140 |
OR/MS / 44 / 5 / 487 |
| R&D, marketing and the success of next-generation products |
Af:170 |
OR/MS / 44 / 4 / 365 |
| Strategic technology planning in hospital management |
Af:220 |
OR/MS / 44 / 4 / 369 |
| On the strategic accumulation of intangible assets |
Af:110 |
OR/MS / 44 / 2 / 121 |
| Racial integration as an innovation: Empirical evidence from sports leagues |
Af:130 |
OR/MS / 44 / 2 / 125 |
| Strategic research partnerships: A managerial perspective |
Af:170 |
OR/MS / 44 / 2 / 129 |
| The effect of location, strategy and operations technology on hospital performance |
Af:220 |
OR/MS / 44 / 2 / 133 |
| Integrated product development practices and competitive capabilities: The effects of uncertainty, equivocality and platform strategy |
Af:100 |
OR/MS / 44 / 1 / 13 |
| Links and impacts: The influence of public research on industrial R&D |
Af:170 |
OR/MS / 44 / 1 / 15 |
| Strategic analysis of customer relationship management – A field study on hotel enterprises |
Af:210 |
OR/MS / 44 / 1 / 19 |
| Innovation and strategic divergence: An empirical study of the US pharmaceutical industry from 1920 to 1960 |
Af:280 |
OR/MS / 43 / 6 / 605 |
| Strategy creation in the periphery: Inductive versus deductive strategy making |
Af:100 |
OR/MS / 43 / 5 / 481 |
| Shifting innovation to users via toolkits |
Af:100 |
OR/MS / 43 / 5 / 483 |
| How much does the market value an improvement in product attribute? |
Af:170 |
OR/MS / 43 / 5 / 487 |
| Strategic practices: An activity theory perspective on continuity and change |
Af:220 |
OR/MS / 43 / 5 / 491 |
| In search of strategic operations research/management science |
Af:100 |
OR/MS / 43 / 4 / 365 |
| Performance evaluation of credit unions: Reaping the benefit of tax status |
Af:110 |
OR/MS / 43 / 3 / 243 |
| Marketing productivity: Issues and analysis |
Af:140 |
OR/MS / 43 / 3 / 247 |
| How the United States used competition to win the Cold War |
Af:270 |
OR/MS / 43 / 3 / 251 |
| Complex systems applied? The merger that made Glaxo SmithKline |
Af:100 |
OR/MS / 43 / 2 / 125 |
| Marketing productivity, marketing audits and systems for marketing performance assessment: Integrating multiple perspectives |
Af:140 |
OR/MS / 43 / 2 / 127 |
| Mastering balance: How to meet and beat a stronger opponent |
Af:100 |
OR/MS / 43 / 1 / 13 |
| A simulation-based approach to understanding the dynamics of innovation implementation |
Af:140 |
OR/MS / 43 / 1 / 17 |
| Replication as strategy |
Af:100 |
OR/MS / 42 / 6 / 605 |
| Incumbent entry into new market niches: The role of experience and managerial choice in the creation of dynamic capabilities |
Af:140 |
OR/MS / 42 / 6 / 609 |
| Path dependence in the innovation of complex technologies |
Af:170 |
OR/MS / 42 / 6 / 613 |
