The implementation imperative: : Why one should implement even imperfect strategies perfectly
págs. 1529-1546
Independent directors' dissent on boards: : Evidence from listed companies in China
págs. 1547-1557
Learning to let go: : Social influence, learning, and the abandonment of corporate venture capital practices
págs. 1558-1577
Reversing course: : Competing technologies, mistakes, and renewal in flat panel displays
págs. 1578-1596
Do ratings of firms converge? Implications for managers, investors and strategy researchers
Aaron K. Chatterji, Rodolphe Durand, David I. Levine, Samuel Touboul
págs. 1597-1614
págs. 1615-1631
págs. 1632-1648
Pipes, pools, and filters: : How collaboration networks affect innovative performance
págs. 1649-1666
Learning by hiring and change to organizational knowledge: : Countering obsolescence as organizations age
págs. 1667-1687
págs. 1688-1698
Awards: : A strategic management perspective
págs. 1699-1714
Right person in the right place: : How the host country IPR influences the distribution of inventors in offshore R&D projects of multinational enterprises
págs. 1715-1733
págs. 1734-1753
Resolving a dilemma of signaling bankrupt-firm emergence: : A dynamic integrative view
Jun Xia, David D. Dawley, Han Jiang, Rong Ma, Kimberly B. Boal
págs. 1754-1764
págs. 1765-1786
Contingent value of director identification: : The role of government directors in monitoring and resource provision in an emerging economy
págs. 1787-1807
Choosing the right target: : Relative preferences for resource similarity and complementarity in acquisition choice
págs. 1808-1825
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