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What You Don’t See Can Hurt You: Awareness Cues to Profile Indirect Competitors
16 references·3 citing·47 second hop
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References

  • 1973The Strength of Weak Ties40,446 cited
  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1995The Theory of the Growth of the Firm13,774 cited
  • 1987Power and Centrality: A Family of Measures5,196 cited
  • 1999Where Do Interorganizational Networks Come From?3,012 cited
  • 1974Strategy, structure, and economic performance2,370 cited
  • 2000Looking Forward and Looking Backward: Cognitive and Experiential Search2,056 cited
  • 1978Power, Equity and Commitment in Exchange Networks1,739 cited
  • 1983The Liability of Newness: Age Dependence in Organizational Death Rates1,701 cited
  • 1996Competitor Analysis and Interfirm Rivalry: Toward A Theoretical Integration1,564 cited
  • 1977Ambiguity and Choice in Organizations1,331 cited
  • 2001Cooperative Networks and Competitive Dynamics: A Structural Embeddedness Perspective1,282 cited
  • 2007Dependence Asymmetry and Joint Dependence in Interorganizational Relationships: Effects of Embeddedness on a Manufacturer's Performance in Procurement Relationships1,015 cited
  • 1995SPEED, STEALTH, AND SELECTIVE ATTACK: HOW SMALL FIRMS DIFFER FROM LARGE FIRMS IN COMPETITIVE BEHAVIOR.996 cited
  • 1983The Distribution of Power in Exchange Networks: Theory and Experimental Results

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931 cited
  • 1995Rivalry and the Industry Model of Scottish Knitwear Producers914 cited
  • Cited by

    • 2021Seeing What Others Miss: A Competition Network Lens on Product Innovation49 cited
    • 2022Early and late-stage startup funding in hospitality: Effects on incumbents' market value24 cited
    • 2023Re-thinking strategic myopia: A necessary condition analysis of heuristic and firm's performance15 cited