Electronic Companion — “ Complementarity Among Vertical Integration Decisions : Evidence from Automobile Product Development ”

139 citations recorded by the source corpus.

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What Firms Make vs. What They Know: How Firms' Production and Knowledge Boundaries Affect Competitive Advantage in the Face of Technological Change (2012, unknown): “Just as there are scope benefits to R&D through knowledge spillovers (Henderson and Cockburn 1996), and to vertical integration through coordinating efficiencies (Novak and Stern 2009), so too can there be scope benefits to outsourcing through the development of superior governance capabilities.”
Three-Way Complementarities: Performance Pay, Human Resource Analytics, and Information Technology (2012, methodology): “We matched these firms with data on their financial performance.”
Servitization: Disentangling the Impact of Service Business Model Innovation on Manufacturing Firm Performance (2013, unknown): “The instrumental variables approach has been used as a popular resolution of the endogeneity problem in operations and strategic management, particularly when coupled with estimators such as GMM and two-stage least square (Guajardo et al., 2011; Novak and Stern, 2009; Suarez et al., 2011).”
Structural models of complementary choices (2014, background): “Novak and Stern (2009) found similar complementarities across decisions to vertically integrate different automobile systems.”
In Search of Complementarity in Innovation Strategy: Internal R&D and External Knowledge Acquisition (2006, unknown): “Novak and Stern (2003), in the context of vertical inte-”