| 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 |
| Judgmental errors, interactive norms and the difficulty of detecting strategic surprises |
Af:100 |
OR/MS / 42 / 5 / 491 |
| Leveraging the customer base: Creating competitive advantage through knowledge management |
Af:100 |
OR/MS / 42 / 5 / 493 |
| Too much of a good thing? Product proliferation and organizational failure |
Af:150 |
OR/MS / 42 / 5 / 495 |
| Reproducing knowledge: Replication without limitation at moderate complexity |
Af:100 |
OR/MS / 42 / 4 / 369 |
| Technology regimes and new firm formation |
Af:170 |
OR/MS / 42 / 4 / 371 |
| Are sale signs less effective when more products have them? |
Af:140 |
OR/MS / 42 / 3 / 245 |
| Quality segmentation in spatial markets: When does cannibalization affect product line design? |
Af:170 |
OR/MS / 42 / 3 / 249 |
| The Microsoft case: What can a dominant firm do to defend its market position? |
Af:140 |
OR/MS / 42 / 2 / 125 |
| Interfirm rivalry and managerial complexity: A conceptual framework of alliance failure |
Af:100 |
OR/MS / 41 / 6 / 605 |
| Assessing the relationship between practice changes and process improvement in new product development |
Af:170 |
OR/MS / 41 / 6 / 607 |
| Competing with new product technologies: A process model of strategy |
Af:000 |
OR/MS / 41 / 5 / 497 |
| Communities of creation: Managing distributed innovation in turbulent markets |
Af:100 |
OR/MS / 41 / 5 / 499 |
| Entrepreneurs and technology diffusion. How diffusion research can benefit from a greater understanding of entrepreneurship |
Af:170 |
OR/MS / 41 / 5 / 503 |
| Rapid change: Nine information technology management challenges |
Af:170 |
OR/MS / 41 / 5 / 505 |
| Implementing industrial ecology: The AT&T matrix system |
Af:100 |
OR/MS / 41 / 4 / 363 |
| Failures and coping strategies in indigenous technology capability process |
Af:170 |
OR/MS / 41 / 4 / 365 |
| Constructing clinical use: An activity-theoretical perspective on implementing new technology |
Af:170 |
OR/MS / 41 / 4 / 367 |
| Science-based industries: A new Schumpeterian taxonomy |
Af:170 |
OR/MS / 41 / 4 / 369 |
| Imitation of complex strategies |
Af:100 |
OR/MS / 41 / 3 / 245 |
| Inter-organizational collaboration and the dynamics of institutional fields |
Af:100 |
OR/MS / 41 / 3 / 247 |
| Strategy, advanced manufacturing technology and performance: Empirical evidence from US manufacturing firms |
Af:130 |
OR/MS / 41 / 3 / 251 |
| Competing on competence: A knowledge perspective on the management of strategic innovation |
Af:100 |
OR/MS / 41 / 2 / 125 |
| How the incumbent can win: Managing technological transitions in the semiconductor industry |
Af:150 |
OR/MS / 41 / 2 / 127 |
| Cognitive biases and strategic decision processes: An integrative perspective |
Af:100 |
OR/MS / 41 / 1 / 19 |
| Challenges of managing the development of breakthrough products in Japan |
Af:140 |
OR/MS / 41 / 1 / 23 |
| Threats to new product manufacturability and the effects of development team integration processes |
Af:140 |
OR/MS / 41 / 1 / 27 |
| Developing a foundation for strategy at Seagate Software |
Af:100 |
OR/MS / 40 / 6 / 609 |
| Strategic management and implementation of textual data mining in government organizations |
Af:100 |
OR/MS / 40 / 6 / 613 |
| Advanced manufacturing technologies and strategically flexible production |
Af:150 |
OR/MS / 40 / 6 / 619 |
| The illusory diffusion of innovation: An examination of assimilation gaps |
Af:000 |
OR/MS / 40 / 5 / 487 |
| Interrelationships among the elements of national innovation systems: A statistical evaluation |
Af:000 |
OR/MS / 40 / 5 / 491 |
| Integrating human resource strategy and strategic planning to achieve business excellence |
Af:100 |
OR/MS / 40 / 4 / 371 |
| Large firms and knowledge flows in the Dutch R&D system: A case study of Philips Electronics |
Af:170 |
OR/MS / 40 / 4 / 375 |
| Defense conversion and systems architecture: Challenges to Taiwan’s aircraft industry |
Af:250 |
OR/MS / 40 / 4 / 379 |
| Signaling new product introductions: A framework explaining the timing of preannouncements |
Af:140 |
OR/MS / 40 / 3 / 245 |
| Growing systems in emergent organizations |
Af:170 |
OR/MS / 40 / 3 / 249 |
| A methodology for competitive advantage analysis and strategy formulation: An example in a transitional economy |
Af:230 |
OR/MS / 40 / 3 / 251 |
| Product proliferation: An empirical analysis of product line determinants and market outcomes |
Af:140 |
OR/MS / 40 / 2 / 133 |
| Manufacturing technology and strategy formulation: Keys to enhancing competitiveness and improving performance |
Af:150 |
OR/MS / 40 / 2 / 137 |
| The enterprise development: Direct employee participation in strategic planning |
Af:130 |
OR/MS / 40 / 1 / 19 |
| The new competencies of leadership |
Af:130 |
OR/MS / 40 / 1 / 23 |
| Integrating business excellence and innovation management: Developing a culture for innovation, creativity and learning |
Af:170 |
OR/MS / 40 / 1 / 25 |
| Systemic innovation and the virtues of going virtual: The case of the digital video disc |
Af:170 |
OR/MS / 40 / 1 / 27 |
| A nation’s international competitiveness in different stages of economic development |
Af:230 |
OR/MS / 40 / 1 / 31 |
