Paradox And Theorizing Within The Resource-Based View
By Augustine A. Lado, Nancy G. Boyd, P. Wright, Mark Kroll. 2006
228 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/11e7e53f948d1535dfb4558d45c16c30f79e22ce
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In Strategy and Management
- Tatbeeq Raza‐Ullah
- M. Bengtsson
- Aard J. Groen
- Jegak Uli
- Jeroen Kraaijenbrink
- Raduan Che Rose
- John-Christopher Spender
- H. Abdullah
Citations in the corpus
- Management, strategic management theories and thelinkage with organizational competitive advantage from theresource-based View (2009, background): “Also, this logic suggests that there cannot be “rules for riches”, yet it can be used to generate managerial prescriptions concerning how firms can achieve strategic advantage through their resource deployments (Priem and Butler, 2001a; Lado et al., 2006).”
- Clarifying the strategic advantage of familiness: Unbundling its dimensions and highlighting its paradoxes (2010, background): “Although there are several definitions of paradox (see Lado et al. 2006), it is generally understood as contrary or even contradictory propositions which we are driven by 8 apparently sound arguments (van Heigenoort (1972), as cited in Lado et al. 2006).”
- The Resource-Based View: A Review and Assessment of Its Critiques (2010, background): “More specifically, we may want to consider the interactions between operational competences and “meta-competences” (Mahoney, 1995; Teece, 2007) or between single-loop and double-loop learning (Argyris & Schön, 1978; Lado et al., 2006).”
- Toward an integrated theory of multinational evolution: The evidence of Chinese multinational enterprises as latecomers (2007, background): “…be truly holistic and dynamic in theory-building, it is imperative to be dialectical, thus treating paradox as the best tool to conceptualize and operationalize all complex phenomena as dualities (Lado et al., 2006; Lewis, 2000; Li, 1998, 2005; Poole and Van de Ven, 1989; Quinn and Cameron, 1988).”
- The coopetition paradox and tension in coopetition at multiple levels (2014, background): “The paradox perspective enables us to juxtapose concepts of cooperation and competition, and promote the divergent thinking necessary to understand the complex and contradictory phenomenon (cf. Cameron, 1986; Lado et al., 2006).”