A Modern Resource Based Approach to Unrelated Diversification

By Desmond W. Ng. 2007

111 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/2c30f900bb02fd9e7937c5c91cfdb05663644ef0

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In Strategy and Management

Citations in the corpus

Do Effectuation Processes Shape the Relationship between Product Diversification and Performance in New Ventures? (2017, methodology): “For instance, the trial-and-error approach has been suggested to add dynamism to the diversification process, enabling firms to successfully diversify by reshaping existing resources (Ng, 2007) and facing the uncertainty inherent in this strategy (Matsusaka, 2001).”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “Ng (2007) Conceptual Literature review; theory and hypothesis development Unrelated diversification is explained by an organization’s ‘three pillars’-strength of dynamic capabilities, absorptive capacity, and weak ties 66 Oliver & Holzinger (2008) Conceptual Literature review; theory and…”
How Corporate Social Responsibility Engagement Strategy Moderates the CSR–Financial Performance Relationship (2012, unknown): “CSR activities that are related to each other and use complementary sets of resources should produce synergies that increase the use of the organization’s relevant resources in a cost-efficient manner (Basu and Palazzo, 2008; Ng, 2007).”
Dynamic Capabilities: A Review of Past Research and an Agenda for the Future (2010, background): “…and empirically) the impact of dynamic capabilities on several intermediate outcomes, such as related diversification (e.g., Døving & Gooderham, 2008) and unrelated diversification (Ng, 2007), and also the effect of intermediate outcomes on performance (Zúñiga-Vicente & Vicente-Lorente, 2006).”
Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach (2010, unknown): “Categories (1) and (2) correspond to what Ng (2007) calls ‘strong form’ dynamic capabilities.”
Technological diversification, core-technology competence, and firm growth (2016, background): “7 A similar reasoning can be found in some studies for business diversification (e.g., Hitt and Ireland, 1986; Markides and Williamson, 1994; Ng, 2007; Wan et al., 2011), which emphasize the role of core competence or dynamic capability in business diversification. relationship regardless of the…”