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Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978-1995
16 references·16 citing·20 second hopsampled
Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978-1995 (2000)Path-dependent and path-breaking change: …External Control of Organizations: Resource Dependence Perspective (2011)External Control of Organizat…The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…Firm resources and sustained competitive advantage (2004)Firm resources and sustained …The Theory of Economic Development (2003)The Theory of Economic Develo…Dynamic capabilities and strategic management (1997)Dynamic capabilities and stra…Toward a knowledge‐based theory of the firm (1996)Toward a knowledge‐based theo…The Theory of the Growth of the Firm (1995)The Theory of the Growth of t…Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)Knowledge of the Firm, Combin…Firm Resources and Sustained Competitive Advantage (1991)Firm Resources and Sustained …Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Absorptive Capacity: A New Pe…Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers (1986)Agency Costs of Free Cash Flo…A resource‐based view of the firm (1984)A resource‐based view of the …The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…An Evolutionary Theory of Economic Change. (1983)An Evolutionary Theory of Eco…Markets and Hierarchies: Analysis and Antitrust Implications. (1976)Markets and Hierarchies: Anal…Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2019)Organizational Structure, Inf…Dynamic Capabilities: What Are They? (2017)Dynamic Capabilities: What Ar…Dynamics of Organizational Routines: A Generative Model (2012)Dynamics of Organizational Ro…Routines Revisited: Exploring the Capabilities and Practice Perspectives (2011)Routines Revisited: Exploring…A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change (2011)A Balancing Act: How Organiza…From crisis to opportunity: environmental jolt, corporate acquisitions, and firm performance (2009)From crisis to opportunity: e…Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms (2009)Do international acquisitions…Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal (2008)Selection Capability: How Cap…The Use of Knowledge for Technological Innovation Within Diversified Firms (2007)The Use of Knowledge for Tech…Creating value in the face of declining performance: firm strategies and organizational recovery (2007)Creating value in the face of…An Examination of Exploration and Exploitation Capabilities: Implications for Product Innovation and Market Performance (2007)An Examination of Exploration…Modularity in organizational structure: the reconfiguration of internally developed and acquired business units (2006)Modularity in organizational …Where do resources come from? The role of idiosyncratic situations (2004)Where do resources come from?…Non‐additivity in portfolios of exploration activities: a real options‐based analysis of equity alliances in biotechnology (2004)Non‐additivity in portfolios …MOMENTUM AND SERENDIPITY: HOW ACQUIRED LEADERS CREATE VALUE IN THE INTEGRATION OF TECHNOLOGY FIRMS. (2003)MOMENTUM AND SERENDIPITY: HOW…The Essence of Strategic Leadership: Managing Human and Social Capital (2002)The Essence of Strategic Lead…A Garbage Can Model of Organizational Choice (1972)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Population Ecology of Organizations (1977)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)International Norm Dynamics and Political Change (1998)The Social Psychology of Organizations. (1979)Capitalism, Socialism and Democracy (1997)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Nature of the Firm (1937)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Positioning: The Battle for Your Mind (1981)The Concept of Corporate Strategy (1987)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Asset Stock Accumulation and Sustainability of Competitive Advantage (1989)The cornerstones of competitive advantage: A resource‐based view (1993)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Dynamic capabilities: what are they? (2000)Corporate Social and Financial Performance: A Meta-Analysis (2003)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1991Firm Resources and Sustained Competitive Advantage48,209 cited
  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 2004Firm resources and sustained competitive advantage38,157 cited
  • 1990Absorptive Capacity: A New Perspective on Learning and Innovation35,597 cited
  • 1997Dynamic capabilities and strategic management34,723 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 1984A resource‐based view of the firm25,618 cited
  • 2003The Theory of Economic Development22,513 cited
  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1983An Evolutionary Theory of Economic Change.21,368 cited
  • 1986Agency Costs of Free Cash Flow, Corporate Finance, and Takeovers17,216 cited
  • 1996Toward a knowledge‐based theory of the firm16,143 cited
  • 2011External Control of Organizations: Resource Dependence Perspective14,181 cited
  • 1995The Theory of the Growth of the Firm13,774 cited
  • 1976Markets and Hierarchies: Analysis and Antitrust Implications.13,381 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology12,936 cited
  • Cited by

    • 2004Where do resources come from? The role of idiosyncratic situations686 cited
    • 2009Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms607 cited
    • 2007The Use of Knowledge for Technological Innovation Within Diversified Firms552 cited
    • 2011Routines Revisited: Exploring the Capabilities and Practice Perspectives516 cited
    • 2007An Examination of Exploration and Exploitation Capabilities: Implications for Product Innovation and Market Performance486 cited
    • 2012Dynamics of Organizational Routines: A Generative Model472 cited
    • 2004Non‐additivity in portfolios of exploration activities: a real options‐based analysis of equity alliances in biotechnology435 cited
    • 2008Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal429 cited
    • 2002The Essence of Strategic Leadership: Managing Human and Social Capital406 cited
    • 2017Dynamic Capabilities: What Are They?368 cited
    • 2007Creating value in the face of declining performance: firm strategies and organizational recovery360 cited
    • 2019Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research352 cited
    • 2009From crisis to opportunity: environmental jolt, corporate acquisitions, and firm performance347 cited
    • 2003MOMENTUM AND SERENDIPITY: HOW ACQUIRED LEADERS CREATE VALUE IN THE INTEGRATION OF TECHNOLOGY FIRMS.347 cited
    • 2006Modularity in organizational structure: the reconfiguration of internally developed and acquired business units339 cited
    • 2011A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change333 cited