Strategic Alliances and the Learning Life-Cycle of Biotechnology Firms

By Amalya L. Oliver. 2001

216 citations recorded by the source corpus.

Subfields: Accounting, Public Health, Environmental and Occupational Health, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0098c093ad7ea6fed5b8277659ed7953026dc179

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Citations in the corpus

Dynamics of Social Capital and Their Performance Implications: Lessons from Biotechnology Start-ups (2006, background): “…capital for the founding, survival, and success of entrepreneurial firms in general, and new biotechnology firms in particular, has been widely acknowledged and demonstrated empirically (Larson, 1991; Pennings, Lee, and van Witteloostuijn, 1998; Zucker, Darby, and Brewer, 1998; Oliver, 2001).”
Biotechnology entrepreneurial scientists and their collaborations (2004, background): “Every single organizational, sociological or science policy research that has focused on this industry has shown how collaborations (of any kind and form) are crucial to the maintenance, development, and survival of the industry, of organizations within the industry, and of different scientists work”
Strategic repositioning by means of alliance networks: The case of IBM (2007, background): “These findings definitely strengthen the call for a more dynamic approach to network research (Oliver, 2001).”
Visualization of interfirm relations in a converging mobile ecosystem (2008, background): “Collaborations provide firms access to these resources that are difficult to obtain by other means and improve firm performance and innovation (Ilinitch et al., 1996; Kale et al., 2000; Kogut, 2000; Oliver, 2001).”
Cognitive Frames, Learning Mechanisms, and Innovation Ambidexterity* (2014, methodology): “To mitigate the potential problem of self-report bias because the middle managers filled out the questions about intra-SBU learning, inter-SBU par performance, and SBU cognitive styles, a combination of prevention and detection methods suggested by Podsakoff et al. (2003) were used.”
Antecedents and Consequences of Social Network Characteristics for Expatriate Adjustment and Performance in Overseas Assignments: Implications for HRD (2008, background): “Generally, this perspective describes the expatriate’s success as a function of the quality and quantity of resources controlled by his or her network contacts (Anand & Khanna, 2000; Koka & Prescott, 2000; Oliver, 2001).”
From Questions to Answers: Reviewing Organizational Learning Research (2004, background): “For example, it has been found that bio-technology firms depended on other firms for learning during their early stage of development, but focused on internalizing the learning as they matured (Oliver, 2001).”