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What are dynamic capabilities and are they a useful construct in strategic management?  |
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Strategic Assets and Organizational Rent  |
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Assessing the dynamic capabilities view: spare change, everyone?  |
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The Indian software industry and its evolving service capability  |
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Firm Resources and Sustained Competitive Advantage  |
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6 |
Barney, J. & W. S. Hesterly. (2009), “Strategic management and competitive advantage: concepts and cases”, 3rd Edition, Prentice Hall. |
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7 |
Becker, J. M., Klein. K. & M. Wetzels. (2012), “Hierarchical latent variable models in PLS-SEM: guidelines for using reflective-formative type models”, Long Range Planning, 45(5-6), 359–394. |
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8 |
Berghman, L. Matthyssens, P., Streukens, S. & Vandenbempt, K. (2013), “Deliberate Learning Mechanisms for Stimulating Strategic Innovation Capacity”, Long Range Planning, 46(1-2), 39–71. |
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9 |
A tetrad test for causal indicators.  |
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10 |
How the Resource‐based and the Dynamic Capability Views of the Firm Inform Corporate‐level Strategy  |
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11 |
Brady, T. & A. Davies. (2004), “Building Project Capabilities: From Exploratory to Exploitative Learning”, Organization Studies, 25(9), 1601–1621. |
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12 |
Interpretation of Formative Measurement in Information Systems Research  |
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13 |
Commentary: Issues and Opinion on Structural Equation Modeling  |
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14 |
Organization of the Drosophila head as revealed by the ectopic expression of the Ultrabithorax product.  |
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15 |
A resource-based analysis of global competition: The case of the bearings industry  |
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16 |
How Valuable Are Organizational Capabilities?  |
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17 |
Corbetta, P. (2003), Social research: Theory, methods and techniques, SAGE Publications Limited. |
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18 |
Danneels, E. (2002), “The dynamics of product inn ovation and firm competences”, Strategic Management Journal, 23(12), 1095–1121. |
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19 |
The Capabilities of Market-Driven Organizations  |
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20 |
Dynamic capabilities and new product development in high technology ventures: An empirical analysis of new biotechnology firms  |
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21 |
Exposing strategic assets to create new competencies: the case of technological acquisition in the waste management industry in Europe and North America  |
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22 |
Diamantopoulos, A. & H. M. Winklhofer. (2001), “Index Construction with Formative Indicators: An Alternative to Scale Development”, Journal of Marketing, 1–10. |
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23 |
Diamantopoulos, A., Riefler, P. & K. P. Roth. (2008), “Advancing formative measurement models”, Journal of Business Research, 61(12), 1203–1218. |
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24 |
Dierickx, I. & K. Cool. (1989), “Asset stock accumulation and sustainability of competitive advantage”, Management Science, 35(12), 1504–1511. |
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25 |
Clarifying the conditions and limits of the contributions of ordinary and dynamic capabilities to relative firm performance  |
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26 |
Dynamic Capabilities: Current Debates and Future Directions  |
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27 |
Eisenhardt, K. M. & J. A. Martin. (2000), “Dynamic capabilities: what are they?”, Strategic Management Journal, 21(10-11), 1105–1121. |
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28 |
Ellonen, H. K., Wikstrom, P. & A. Jantunen. (2009), “Linking dynamic-capability portfolios and innovati on outcomes”, Technovation, 29(11), 753–762. |
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29 |
Technology‐Based New Product Development Partnerships *  |
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30 |
Learning, capability accumulation and firms differences: evidence from latecomer steel  |
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31 |
Exploitation or exploration in service business development?:Insights from a dynamic capabilities perspective  |
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32 |
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error  |
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33 |
Skills, shop-floor participation and the transformation of Brimfield Precision: lessons for the revitalization of the metal-working sector  |
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34 |
Galunic, D. C., & S. Rodan. (1998), “Resource recombinations in the firm: Knowledge structures and the potential for Schumpeterianinnovation”, Strategic Management Journal, 19(12), 1193–1201. |
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35 |
Strategic Orientation of the Firm and New Product Performance  |
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36 |
Learning to be capable: patenting and licensing at the Wisconsin Alumni Research Foundation 1925–2002  |
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37 |
Toward a Knowledge-Based Theory of the Firm  |
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38 |
A Resource Perspective of Global Dynamic Capabilities  |
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39 |
Guba, E. G., & Y. S. Lincoln. (1994), “Competing paradigms in qualitative research”, Handbook of Qualitative Research. |
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40 |
Gudergan, S. P., Ringle, C. M., Wende, S. & A. Will. (2008), “Confirmatorytetrad analysis in PLS path mode ling”, Journal of Business Research, 61(12), 1238–1249. |
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41 |
An assessment of the use of partial least squares structural equation modeling in marketing research  |
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42 |
Hair, Joseph F, Hult, G. T. M., Ringle, C. M. &M. Sarstedt. (2013), “A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM)”, S AGE Publications, Incorporated. |
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43 |
Hair, Joseph F, Sarstedt, M., Pieper, T. M. & C. M. Ringle. (2012), “The Use of Partial Least Squares Structural Equation Modeling in Strategic Management Research: A Review of Past Practices and Recommendations for Future Applications”, Long Range Planning, 45(5-6), 320–340. |
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44 |
Dynamic Capabilities at IBM: Driving Strategy into Action  |
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45 |
Know‐how and asset complementarity and dynamic capability accumulation: the case of r&d  |
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46 |
Understanding dynamic capabilities: progress along a developmental path  |
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47 |
Helfat, C. E. & S. G. Winter. (2011), “Untangling Dynamic and Operational Capabilities: Strategy for the (N)ever-Changing World”, Strategic Management Journal, 32(11), 1243–1250. |
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48 |
Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M. A., Singh, H., Teece, D. J. & G, S. (2007), “Dynamic capabilities: Understanding strategic change in organizations”, Wiley-Blackwell. |
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49 |
Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms  |
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50 |
Measuring Competence? Exploring Firm Effects in Pharmaceutical Research  |
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51 |
Henseler, J., Ringle, C. M. & R. R. Sinkovics. (2009), “The use of partial least squares path modeling in international marketing”, Advances in International Marketing, 20, 277–319. |
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52 |
Entrepreneurial Orientation, Dynamic Capabilities and International Performance  |
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53 |
A Critical Review of Construct Indicators and Measurement Model Misspecification in Marketing and Consumer Research  |
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54 |
Building External Corporate Venturing Capability*  |
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55 |
What Firms Do? Coordination, Identity, and Learning  |
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56 |
Market Orientation: The Construct, Research Propositions, and Managerial Implications  |
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57 |
DEVELOPING INNOVATION CAPABILITY IN ORGANISATIONS: A DYNAMIC CAPABILITIES APPROACH  |
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58 |
Dynamic capabilities and sustained innovation: strategic control and financial commitment at Rolls-Royce plc  |
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59 |
A Measurement Model of Operational Capabilities in Application Software Firms  |
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60 |
Core capabilities and core rigidities: A paradox in managing new product development  |
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61 |
Li, Jian Jiong. (2016), “A Study on Dynamic and Operational Capabilities in Application Software Firms based upon PLS-SEM”, DBA Dissertation, Tsinghua University. |
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62 |
Why Do Software Firms Fail? Capabilities, Competitive Actions, and Firm Survival in the Software Industry from 1995 to 2007  |
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63 |
Lohmöl er, J. B. (1989), “Latent variable path mode ling with partial least squares”, Multiple values selected, 34, 110–111, Heidelberg: Physica-Verlag. |
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64 |
lvarez, V. S. & T. G. Merino. (2003), “The History of Organizational Renewal: Evolutionary Models of Spanish Savings and Loans Institutions”, Organization Studies, 24(9), 1437–1461. |
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65 |
Measuring Dynamic Capabilities: Practices and Performance in Semiconductor Manufacturing  |
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66 |
The problem of measurement model misspecification in behavioral and organizational research and some recommended solutions.  |
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67 |
The International Biotechnology Industry: A Dynamic Capabilities Perspective  |
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68 |
Sluggish giants, sticky cultures, and dynamic capability transformation  |
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69 |
Exploration and Exploitation in Organizational Learning  |
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70 |
Marsh, S. J. & G. N. Stock. (2002), “Creating Dynamic Capabilities in the New Product Development Process: Connecting the Present to the Future”, Presented at the Proceedings of the Academy of Management, Denver. |
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71 |
Building Dynamic Capabilities in New Product Development through Intertemporal Integration  |
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72 |
Metters, R. D., K. H. King-Metters., M. Pullman & S. Walton (2005). “Successful Service Operations Management”, South-Western College Publishing. |
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73 |
From Resource Base to Dynamic Capabilities: an Investigation of New Firms  |
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74 |
Moliterno, T. P. & M. F. Wiersema. (2007), “Firm performance, rent appropriation, and the strategic resource divestment capability”, Strategic Manage ment Journal, 28(11), 1065–1087. |
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75 |
The Effect of a Market Orientation on Business Profitability  |
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76 |
Nelson, R. R. & S. G. Winter. (1982), “An evolutionary theory of economic change”, Belknap Press. |
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77 |
Nunnally, J. C. (1978), Psychometric theory. 2nd edition. |
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78 |
Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma  |
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79 |
From IT Leveraging Competence to Competitive Advantage in Turbulent Environments: The Case of New Product Development  |
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80 |
Understanding the Elusive Black Box of Dynamic Capabilities  |
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81 |
The Cornerstones of Competitive Advantage: A Resource-Based View  |
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82 |
The analysis of dynamic capabilities in a competence-oriented organization  |
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83 |
Pisano, G. P. (2000), “In Search of Dynamic Capabilities: The Origins of R&D Competence in Biopharmaceuticals”, Part Ⅱ-5 in The Nature and Dynamics of Organizational Capabilities, Oxford scholarship online, November, 2003. |
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TECHNOLOGY AND COMPETITIVE ADVANTAGE  |
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85 |
The Core Competence of the Corporation  |
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86 |
Building dynamic capabilities in product development: How do contextual antecedents matter?  |
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87 |
Rindova, V. P. & S. Kotha (2001), “Continuous “morphing”: Competing through dynamic capabilities, form, and function”, Academy of Management Journal, 44(6), 1263–1280. |
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88 |
Ringle, C. M., Sarstedt, M. & D. Straub (2012). “A Critical Look at the Use of PLS-SEM in MIS Quarterly”, MIS Quarterly, 1–19. |
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89 |
Ringle, C. M., Wende, S. & J.-M. Becker. (2015), “SmartPLS3 (v. 3.2.6), Boenningstedt: SmartPLS, http://www.smartpls.com. |
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90 |
Building Dynamic Capabilities: Innovation Driven by Individual-, Firm-, and Network-Level Effects  |
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91 |
Rumelt, R. P. (1984), “Towards a strategic theory of the firm”, Competitive Strategic Management, 556–570. |
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92 |
Samina, K. & M. Will. (2000), “Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U. S. medical sect or, 1978-1995”, Strategic Management Journal, 21(10/11), 1061–1081. |
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93 |
The use of lisrel in validating marketing constructs  |
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94 |
Towards an economic theory of the multiproduct firm  |
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95 |
Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance  |
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96 |
Teece, D. J. (2009), “Dynamic Capabilities and Strategic Management : Organizing for Innovation and Growth”, Oxford university press, New York. |
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97 |
Achieving integration of the business school curriculum using the dynamic capabilities framework  |
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98 |
The Dynamic Capabilities of Firms: an Introduction  |
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99 |
Dynamic capabilities and strategic management  |
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100 |
PLS path modeling  |
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101 |
Surviving Radical Technological Change through Dynamic Capability: Evidence from the Typesetter Industry  |
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102 |
Unbundling dynamic capabilities: an exploratory study of continuous product innovation  |
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103 |
Dynamic capabilities: A review and research agenda  |
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104 |
Exploring the characteristics of the market-driven firms and antecedents to sustained competitive advantage  |
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105 |
Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective  |
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106 |
A Resource-Based View of the Firm  |
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107 |
Using PLS path modeling for assessing hierarchial construct models: guidelines and impirical illustration  |
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108 |
Dynamic Capabilities and Performance: Strategy, Structure and Environment  |
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109 |
The Satisficing Principle in Capability Learning  |
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110 |
Understanding dynamic capabilities  |
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111 |
Integrative capability and technology adoption: evidence from oil firms  |
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112 |
Wold, H. (1980), “Model construction and evaluation when theoretical knowledge is scarce”, Evaluation of Econometric Models, Academic Press, ww w.nber.org/chapters/c11693. |
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113 |
Operational Capabilities: The Secret Ingredient  |
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114 |
The Net-Enabled Business Innovation Cycle and the Evolution of Dynamic Capabilities  |
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115 |
Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda*  |
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116 |
Deliberate Learning and the Evolution of Dynamic Capabilities  |
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117 |
Dynamic capabilities and the emergence of intraindustry differential firm performance: insights from a simulation study  |
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