Doctor-Patient Communication, Cultural Competence, and Minority Health

By R. Perloff, B. Bonder, George B. Ray, E. Ray, L. Siminoff. 2006

632 citations recorded by the source corpus.

Subfields: Emergency Medical Services, General Health Professions, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3260eeee639847fe6083624ddef6d9262d95ffcd

How researchers see this paper

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

In General Health Professions

In Sociology and Political Science

Citations in the corpus

The interplay of need and opportunity in venture capital investment syndication (2010, background): “While prior literature has largely focused on the firms’ overall tendencies to form alliances as explained by market conditions (Kogut, 1988), industry competition (Gimeno, 2004), firm attributes (Chung, Singh and Lee, 2000), or some combination of these (e.g. Eisenhardt and Schoonhoven, 1996; Koza…”
Behind ownership decision of Chinese outward FDI: Resources and institutions (2010, background): “…behavior construct posits that a firm’s FDI entry mode serves its foreign market entry motives and strategies, either to maximize profitability (Kogut, 1988), to retain flexibility (Harrigan, 1988), to achieve a superior market position (Aulakh & Kotabe, 1997), or to pursue global synergy…”
Spatial interaction modelling of cross-region R&D collaborations: empirical evidence from the 5th EU framework programme (2009, background): “Participation in innovation networks reduces the degree of uncertainty and provides fast access to different kinds of knowledge, in particular tacit knowledge (see, for example, Kogut 1988)3.”
Why Organizational and Community Diversity Matter: Representativeness and the Emergence of Incivility and Organizational Performance (2011, background): “Challenges that arise in mixed-race interactions are one of the explanations given for health disparities across ethnic groups (Perloff et al., 2006).”
External Sources of Knowledge, Governance Mode, and R&D Performance (2005, neutral): “…relationships include university collaborations (Bailetti & Callahan, 1992; Conway, 1995), joint ventures and alliances (Hamel, 1991; Inkpen, 1992; Kogut, 1988; Mowery, Oxley, & Silverman, 1996), consortia of competitors (Chiesa & Manzini, 1998; Hagedoorn, 1993; Ingham & Mothe, 1998), and…”
Performance of International Joint Ventures: What Factors Really Make a Difference and How? (2009, background): “The ongoing compatibility of parents’ objectives is a significant and positive predictor of IJV performance (Kogut, 1988).”
Formal and informal interorganizational learning within strategic alliances (2008, background): “On the other hand, each of the partners can bring such knowledge into the collaboration, thus giving the other an opportunity to access competencies and skills developed and acquired prior to entering into the focal collaboration (Inkpen and Tsang, 2005; Kogut, 1988).”
The structure and evolution of the strategic management field: A content analysis of 26 years of strategic management research (2008, background): “Transaction costs economics has also been used to explain the functioning of hybrid forms of organization (i.e. strategic alliances and joint ventures) as an intermediate form between markets and hierarchies (Hennart 1988; Kogut 1988; Williamson 1991).”
Why do some places succeed when others decline? A social interaction model of cluster viability (2008, background): “These risks are lower if cognitive distance is strong so that firms operate within markets that are differentiated enough to avoid the knowledge hold-up phenomenon (Kogut, 1988).”
Antecedents and consequences of marketing dynamic capabilities in international joint ventures (2009, background): “…potential partner could add to its own contribution of valuable resources to augment the overall magnitude of the stock of IJV resources, but also evaluate the extent to which the potential partner could contribute valuable resources that complement its own contribution to the IJV (Kogut, 1988).”
Partner Selection Decisions in Interfirm Collaborations: The Paradox of Relational Embeddedness (2010, background): “An important motive for interfirm collaboration is gaining access to a partner firm’s complementary knowledge base (Kogut, 1988; Powell et al., 1996).”
Knowledge Acquisition and Performance of International Joint Ventures in the Transition Economy of Vietnam (2004, background): “According to this perspective, strategic alliances provide a platform for organizational learning, giving firms access to the skills and competencies of their partners (Kogut 1988).”