Where do capabilities come from and how do they matter? A study in the software services industry

By Sendil K. Ethiraj, P. Kale, Mayuram S. Krishnan, Jitendra Singh. 2005

943 citations recorded by the source corpus.

Subfields: Computer Science Applications, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/10b62e67720dc8c484258aac112b87d8ef667654

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Citations in the corpus

Corporate Social Responsibility and Resource-Based Perspectives (2006, background): “…resources and capabilities along two lines: some authors define resources rather broadly so as to include capabilities (Galbreath, 2005); other authors, clearly distinguish resources and capabilities (Eisenhardt and Martin, 2000; Ethiraj et al., 2005; Helfat and Peteraf, 2003; Makadok, 2001).”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, positive): “, 2007; Vanneste and Puranam, 2010), and develop firm-specific capabilities (Ethiraj et al., 2005), but they have also been shown to introduce inertia (Uzzi and Lancaster, 2003).”
Explicating the dynamics of project capabilities (2016, methodology): “Prior research largely focuses on how firms develop dynamic capabilities to manage a portfolio of embedded projects (Cattani et al., 2011; Ethiraj et al., 2005; Gann and Salter, 2000; Shamshie et al., 2009; Söderlund and Tell, 2009).”
The Impact of Ideology on Effectiveness in Open Source Software Development Teams (2006, neutral): “Research on the effectiveness of software development projects typically elicits project-level data from project managers (e.g., Ethiraj et al. 2005; Gopal et al. 2003).”
Resource-Based Advantages in an International Context† (2008, methodology): “Researchers may wish to use measures such as the European Bank of Reconstruction and Development measure of institutional factors, the Corruptions Perception Index, the World Bank’s institutional measures, or a measure of political constraints (Garibaldi et al., 2001; Henisz, 2000; Raiser et al., 20”
Explaining Variations in Client Extra Costs Between Software Projects Offshored to India (2008, background): “In software develop ment and maintenance projects, prior knowledge means having gained experience in similar projects?ideally with the same customer, the same technology, and the same type of business processes (Ethiraj et al. 2005; Gopal et al. 2002).”
Market orientation, marketing capabilities, and firm performance (2009, background): “Consistent with the conceptualization of capabilities as organizational processes performed well relative to competitors (Bingham et al., 2007; Ethiraj et al., 2005), whose manifestations are observable to rivals (Moorman and Slotegraaf, 1999), we use seven-point scales with ‘much worse than…”
Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders (2016, background): “the use of databases) is context-dependent (Ethiraj et al., 2005), we converge on the finding that a strong knowledge management capability, tailored at accommodating different communication styles and stakeholder cultures, was needed to capture the specific knowledge generated with unusual combinat”
The Use and Added Value of Mixed Methods in Management Research (2011, background): “For example, Ethiraj et al. (2005) conceptualized the notion of strategic capabilities at a more micro level within the firm, namely the projects that the firm executes for its clients, developing appropriate measures for these capabilities.”
Alliance Capabilities (2015, background): “The study assumed that two firms’ relational capabilities are additive and therefore operationalized the dyad-level capability as the sum of firm-level capabilities.”
An Integrated Model to Explain How Corporate Social Responsibility Affects Corporate Financial Performance (2015, background): “Intellectual capital is one of the most important intangible resources for creating value for a company [44,45].”
Market orientation and performance of export ventures: the process through marketing capabilities and competitive advantages (2011, background): “…different types of firm capabilities, including strategic HR management capability (Huselid et al. 1997), R&D capability (Silverman 1999), forecasting ability (Makadok and Walker 2000), learning and developing ability (Luo 2002), and client and project specific capabilities (Ethiraj et al. 2005).”