Increasing Replication for Knowledge Accumulation in Strategy Research

By Kulwant Singh, Soon Ang, Siew Meng Leong. 2003

154 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/10e734b04b557b4a84378656327b3ed15d8b12db

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Citations in the corpus

Firm and industry effects on firm performance: A generalization and extension for new ventures (2009, background): “The relative infl uence of fi rm and industry effects on fi rm performance is one of the most replicated research issues within the strategic management literature ( Singh, Ang, and Leong, 2003 ).”
Construct Validation Using Computer-Aided Text Analysis (CATA) (2010, methodology): “This is problematic given the enthusiastic encouragement for replication and triangulation in the management field (Hambrick, 2007; Scandura & Williams, 2000; Singh, Ang, & Leong, 2003), and such efforts seem ideal for research using content analysis.”
Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, methodology): “In this process, we follow the guidelines of a ‘good enough’ replication (Singh et al. 2003), i.”
Behind organizational slack and firm performance in China: The moderating roles of ownership and competitive intensity (2009, background): “While Tan and Peng’ s( 2003) work offers valuable insight, it is necessary to replicate their study as dynamic institutional and industrial changes have occurred in the Chinese economy since 1992, and replications serve “the fundamental role of protecting against the uncritical acceptance of empiric”
Institutional Environments, Staffing Strategies, and Subsidiary Performance (2007, unknown): “Our research design confirms the importance of replicating research across international and institutional contexts (Singh et al., 2003; Tsang & Kwan, 1999), particularly given the emerging nature of theory in international settings, and the complexity of models and their constituent variables.”
THE STATE OF STRATEGIC MANAGEMENT RESEARCH AND A VISION OF THE FUTURE (2004, background): “Venkatraman (1989) described a portfolio of analytic frameworks to analyze the concept of “fit” that is central to contingency research.”
Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms (2008, methodology): “contribute to the literature by using archival data to reinforce existing research through triangulation (Jick 1979) with continuous, nonreactive measures that demonstrate temporal precedence and the potential to advance theory and confidence in prior research (Singh et al. 2003).”