Does Industry Matter? Examining the Role of Industry Structure and Organizational Learning in Innovation and Brand Performance

By J. Weerawardena, Aron O'Cass, C. Julian. 2006

467 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/1f305705815bc5ccde02e8280e432f9255f23549

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In Strategy and Management

Citations in the corpus

The role of organizational learning in transformational leadership and organizational innovation (2011, background): “Most studies of organizational learning associated it with organizational innovation (Hsiao et al. 2009; Weerawardena et al. 2006).”
The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance (2010, background): “…intensity is hypothesized to comprise five competitive forces: threat of entry, threat of substitute products, power of buyers, power of suppliers and rivalry among existing firms that are present in a firm's environment (Pecotich et al., 1999; Weerawardena et al., 2006; O'Cass & Ngo, 2007a).”
Relationships among organizational culture, knowledge acquisition, organizational learning, and organizational innovation in Taiwan's banking and insurance industries (2012, background): “This outcome strongly supports the views of Claudette (2003), Hsieh and Su (2005), and Weerawardena et al. (2006); but it does not support Hypothesis 6, which is inconsistent with that of Su and Tsai (2006) and Chang and Lee (2007).”
System perspective of knowledge management, organizational learning, and organizational innovation (2010, background): “In Weerawardena et al. (2006), they concluded the higher the learning the greater the organizational innovation.”
Sustainability as corporate culture of a brand for superior performance (2013, background): “The role of industrial networks in building strong brands (Roberts & Merrilees, 2007) and the role of industrial brands in improving firm performance (Weerawardena et al., 2006) in the academic literature is well understood.”