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Partner‐diversity effects on alliance termination in the early stage of green alliance formation: Empirical evidence from carbon‐emission reduction projects in Latin America
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Partner‐diversity effects on alliance termination in the early stage of green alliance formation: Empirical evidence from carbon‐emission reduction projects in Latin America (2019)Partner‐diversity effects on alliance ter…Does gender diversity matter for green innovation? (2019)Does gender diversity matter …Green Product Innovation: Where we are and Where we are Going (2015)Green Product Innovation: Whe…Tensions in Corporate Sustainability: Towards an Integrative Framework (2014)Tensions in Corporate Sustain…Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames (2014)Cognitive Frames in Corporate…Structural homophily or social asymmetry? The formation of alliances by poorly embedded firms (2009)Structural homophily or socia…Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here? 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(1998)Accounting for Endogeneity Wh…BARGAINING POWER, MANAGEMENT CONTROL, AND PERFORMANCE IN UNITED STATES-CHINA JOINT VENTURES: A COMPARATIVE CASE STUDY. (1994)BARGAINING POWER, MANAGEMENT …Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances (1991)Interfirm Diversity, Organiza…National Cultures in Four Dimensions: A Research-Based Theory of Cultural Differences among Nations (1983)National Cultures in Four Dim…The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Economic Action and Social Structure: The Problem of Embeddedness (1985)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Sustainability as a dynamic organizational capability: a systematic review and a future agenda toward a sustainable transition (2016)A Paradox Perspective on Corporate Sustainability: Descriptive, Instrumental, and Normative Aspects (2017)Similar But Not the Same: Differentiating Corporate Sustainability from Corporate Responsibility (2017)Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Structure, and Process (1978)Toward a Model of Organizations as Interpretation Systems (1984)THE IMPORTANCE OF COLLABORATIVE KNOW-HOW: AN EMPIRICAL TEST OF THE LEARNING ORGANIZATION. 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References

  • 2007What's the difference? diversity constructs as separation, variety, or disparity in organizations3,157 cited
  • 1998The Architecture of Cooperation: Managing Coordination Costs and Appropriation Concerns in Strategic Alliances2,483 cited
  • 2002Alliance capability, stock market response, and long‐term alliance success: the role of the alliance function1,803 cited
  • 1983National Cultures in Four Dimensions: A Research-Based Theory of Cultural Differences among Nations1,675 cited
  • 2014Tensions in Corporate Sustainability: Towards an Integrative Framework1,145 cited
  • 1991Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances1,076 cited
  • 1998Accounting for Endogeneity When Assessing Strategy Performance: Does Entry Mode Choice Affect FDI Survival?1,014 cited
  • 2014Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames988 cited
  • 1994BARGAINING POWER, MANAGEMENT CONTROL, AND PERFORMANCE IN UNITED STATES-CHINA JOINT VENTURES: A COMPARATIVE CASE STUDY.856 cited
  • 2009Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here?742 cited
  • 2015Green Product Innovation: Where we are and Where we are Going677 cited
  • 1999The Kyoto Protocol578 cited
  • 2008Does familiarity breed trust? Revisiting the antecedents of trust403 cited
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Factors influencing partner selection in strategic alliances: the moderating role of alliance context
379 cited
  • 2009Structural homophily or social asymmetry? The formation of alliances by poorly embedded firms371 cited
  • 2019Does gender diversity matter for green innovation?343 cited
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