Knowledge management in technology-focused firms in emerging economies: Caveats on capabilities, networks, and real options

By Garry D. Bruton, Gregory G. Dess, Jay J. Janney. 2007

148 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2de352a42ef24eb6961a7b7edb158556bfab3ac1

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Finance

In Strategy and Management

Citations in the corpus

Current debates in global strategy (2009, unknown): “Recent work in China (Bruton et al. 2007; Peng 2004b; Peng et al. 2007) and Russia (Peng et al. 2003) casts some doubts on the performance benefits of such superficial 'convergence'.”
Knowledge management and innovation strategy: The challenge for latecomers in emerging economies (2008, background): “In the context of knowledge management in emerging economies, Bruton, Dess, and Janney (2007) argue that organizational knowledge is a collectively held resource, and firms need to engage in active interactions with other firms in knowledge management.”
Playing dirty or building capability? Corruption and HR training as competitive actions to threats from informal and foreign firm rivals (2016, background): “Literature has recognized the importance of HR development (Becker, 1964; Bruton et al., 2007; Martin et al., 2007), as human resources are often valuable, rare, and inimitable resources, and a source of firms’ competitive advantage (Barney, 1991).”
Venturing from emerging economies (2013, unknown): “…knowledge (i.e., higher technological intensity) are more likely to enter DE as opposed to EE because the substantially higher development costs require larger and more munificent DE markets to earn returns that amortize prior investment (Bruton, Dess, and Janney, 2007; Bruton and Rubanik, 2002).”
Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view (2008, background): “While there has been a substantial amount of research on the topic of KM and innovation strategies, research based in the context of the Asia Pacific region is still in a developmental stage ( Bruton, Dess, & Janney, 2007; Quer, Claver, & Rienda, 2007).”
Capabilities as a mediator linking resources and the international performance of entrepreneurial firms in an emerging economy (2010, background): “Therefore, in contrast to large multinational enterprises, which may possess slack resources but are typically slow to react to economic changes, entrepreneurial firms entering international markets need to have the capability of adapting quickly (Bruton et al., 2007; Westhead et al., 2001).”
The influence of intellectual capital on organizational performance—Knowledge management as moderator (2011, background): “capital (external structure) refers to relationships with external stakeholders, which involve a firm’s ability to interact positively with business community members to stimulate potential wealth creation ( Bruton, Dess, & Janney, 2007; Cuganesan, 2005; Edvinsson & Malone, 1997).”
The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “As strategy scholars venture into emerging economies, more puzzles emerge (Ahlstrom, Bru-ton, & Yeh, 2007; Bruton, Dess, & Janney, 2007; Bruton & Lau, 2008; Lau & Bruton, 2008; Li & Peng, 2008; Young et al., 2008).”