Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clockspeed

By Sucheta Nadkarni, V. Narayanan. 2007

802 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0c37c2778893997506351a1b02f5cec9efd7e0a9

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In Strategy and Management

Citations in the corpus

Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011, background): “…peripheral concepts is important with regard to causal inferences (Carley & Palmquist, 1992) and may draw a decision maker's attention to nonexistent relationships, because managers tend to automatically infer new events by the use of core concepts (Barr et al., 1992; Nadkarni & Narayanan, 2007a).”
A Multidimensional Conceptualization of Environmental Velocity (2010, background): “More generally, research on velocity has shown that it affects how managers interpret their environments (Nadkarni & Barr, 2008; Nadkarni & Narayanan, 2007a), further highlighting the effects of environmental dynamism on key organizational members (Dess & Beard, 1984).”
Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams (2015, methodology): “This research agenda did not allow us to use documentary evidencewhich has been used as a longitudinal data source in some prior studies (e.g. Barr et al., 1992; Nadkarni & Barr, 2008; Nadkarni & Narayanan, 2007).”
Get It Together! Synergistic Effects of Causal and Effectual Decision-Making Logics on Venture Performance (2018, background): “This adaptive behavior can be particularly advantageous when other companies are less flexible because they stick to their business plans more rigidly, and are therefore less able to learn or benefit from unforeseen incidents (Nadkarni & Narayanan, 2007; Worren, Moore, & Cardona, 2002).”
Linking strategic flexibility and operational efficiency: the mediating role of ambidextrous operational capabilities (2014, background): “Strategic flexibility supports the adaptive use of resources, the reconfiguration of processes (Sanchez, 1995; Zhou and Wu, 2010), and thus, the ability to quickly respond to dynamically changing environments (Nadkarni and Narayanan, 2007; Schreyögg and Sydow, 2010).”
Dominant Logic and Entrepreneurial Firms‘ Performance in a Transition Economy (2010, background): “Second, our study provides insight into ongoing debate about the appropriate fit between knowledge structures, environments, and performance of a firm (Nadkarni & Narayanan, 2007).”
Effects of an Advancing Tenure on CEO Cognitive Complexity (2020, methodology): “For example, Nadkarni and Narayanan (2007) used a manuallyscored mapping technique to capture the degree of complexity shown in companies’ letters to shareholders.”
The Effect Of Inbound, Outbound And Coupled Innovation On Performance (2012, background): “Specifically, since several researches (Nadkarni and Narayanan, 2007) have revealed that the 10-K model is a much more complete source of information for management research than the annual report, we collect the 10-K form of IM&C firms’ annual reports.”
The Cognitive Perspective in Strategy: An Integrative Review (2011, methodology): “With the exception of Nadkarni and Narayanan (2007b), works in this stream have linked cognition directly to competitive/industry dynamics, without focusing on strategic actions that may intervene in the relationships.”