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A strategic partnering framework analysis methodology for public‐private partnerships
16 references·0 citing·32 second hop
A strategic partnering framework analysis methodology for public‐private partnerships (2010)A strategic partnering framework analysis…External Control of Organizations: Resource Dependence Perspective (2011)External Control of Organizat…Alliance Management as a Source of Competitive Advantage (2002)Alliance Management as a Sour…Integrating entrepreneurship and strategic management actions to create firm wealth (2001)Integrating entrepreneurship …DIRECT AND MODERATING EFFECTS OF HUMAN CAPITAL ON STRATEGY AND PERFORMANCE IN PROFESSIONAL SERVICE FIRMS: A RESOURCE-BASED PERSPECTIVE. (2001)DIRECT AND MODERATING EFFECTS…Strategic Collaboration Between Nonprofits and Businesses (2000)Strategic Collaboration Betwe…PARTNER SELECTION IN EMERGING AND DEVELOPED MARKET CONTEXTS: RESOURCE-BASED AND ORGANIZATIONAL LEARNING PERSPECTIVES. (2000)PARTNER SELECTION IN EMERGING…A Resource-Based Theory of Strategic Alliances (2000)A Resource-Based Theory of St…Resources, Transactions and Rents: Managing Value Through Interfirm Collaborative Relationships (1998)Resources, Transactions and R…INTRA- AND INTERORGANIZATIONAL COOPERATION: TOWARD A RESEARCH AGENDA. (1995)INTRA- AND INTERORGANIZATIONA…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Determinants of Interorganizational Relationships: Integration and Future Directions (1990)Determinants of Interorganiza…Collaborate with your competitors and win (1989)Collaborate with your competi…Strategic supplier selection: Understanding long-term buyer relationships (1988)Strategic supplier selection:…The Economic Institutions of Capitalism (1987)The Economic Institutions of …Markets and Hierarchies: Analysis and Antitrust Implications. (1976)Markets and Hierarchies: Anal…Markets and Hierarchies (1975)Markets and HierarchiesAbsorptive Capacity: A New Perspective on Learning and Innovation (1990)Firm Resources and Sustained Competitive Advantage (1991)A Model of Strategic Entrepreneurship: The Construct and its Dimensions (2003)Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms (2003)Firm resources and sustained competitive advantage (2004)Developing a capacity for organizational resilience through strategic human resource management (2010)A resource‐based view of the firm (1984)THE COMPETITIVE ADVANTAGE OF INTERCONNECTED FIRMS: AN EXTENSION OF THE RESOURCE-BASED VIEW. (2002)Cooperative R&D and firm performance (2004)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Economic Action and Social Structure: The Problem of Embeddedness (1985)STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study (2000)Dynamic capabilities and strategic management (1997)Human resources and the resource based view of the firm (2001)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)The Theory of Economic Development (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)The Commitment-Trust Theory of Relationship Marketing (1994)An Integrative Model Of Organizational Trust (1995)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)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation (1991)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)The Core Competence of the Corporation (2006)
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References

  • 1991Exploration and Exploitation in Organizational Learning22,018 cited
  • 1987The Economic Institutions of Capitalism14,872 cited
  • 2011External Control of Organizations: Resource Dependence Perspective14,229 cited
  • 1976Markets and Hierarchies: Analysis and Antitrust Implications.13,469 cited
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  • 1990Determinants of Interorganizational Relationships: Integration and Future Directions2,407 cited
  • 2001DIRECT AND MODERATING EFFECTS OF HUMAN CAPITAL ON STRATEGY AND PERFORMANCE IN PROFESSIONAL SERVICE FIRMS: A RESOURCE-BASED PERSPECTIVE.2,365 cited
  • 1989Collaborate with your competitors and win2,115 cited
  • 2002Alliance Management as a Source of Competitive Advantage1,437 cited
  • 2000PARTNER SELECTION IN EMERGING AND DEVELOPED MARKET CONTEXTS: RESOURCE-BASED AND ORGANIZATIONAL LEARNING PERSPECTIVES.1,409 cited
  • 1995INTRA- AND INTERORGANIZATIONAL COOPERATION: TOWARD A RESEARCH AGENDA.1,015 cited
  • 1998Resources, Transactions and Rents: Managing Value Through Interfirm Collaborative Relationships891 cited
  • 2000Strategic Collaboration Between Nonprofits and Businesses881 cited
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Integrating entrepreneurship and strategic management actions to create firm wealth
784 cited
  • 1988Strategic supplier selection: Understanding long-term buyer relationships764 cited
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