Losing Sight of the Forest for the Trees? Productive Capabilities and Gains From Trade as Drivers of Vertical Scope

By Michael G. Jacobides, Lorin M. Hitt. 2005

227 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/38896741ea78cb3ff97eae3ba7b8d0da2c0c0ed2

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Citations in the corpus

Special Issue: Frontiers of Organization Science, Part 2 of 2: Organizational Boundaries and Theories of Organization (2005, background): “For example, Jacobides and Hitt (2005) found that difficulty in D ow nl oa de d fr om in fo rm s. or g by [ 12 9.”
Designing the Boundaries of the Firm: From Make, Buy, or Ally to the Dynamic Benefits of Vertical Architecture (2006, unknown): “Harrigan (1985) also suggested that firms use tapered integration to increase flexibility (Grant 2005, ch. 13) and bargaining power with suppliers and customers, and Jacobides and Hitt (2005) argue that tapered integration occurs as a result of firms’ effort to capitalize on uneven capabilities al”
Constructing Markets and Shaping Boundaries: Entrepreneurial Power in Nascent Fields (2009, background): “Although research has moved from efficiency-based theoretical explanations to include other decision drivers, such as competencies (Argyres, 1996; Jacobides & Hitt, 2005; Poppo & Zenger, 1998), the earlier mind-set of focusing on independent boundWe gratefully acknowledge the research support…”
Theories of the Firm-Market Boundary (2011, unknown): “Therefore, scholars argue that firm boundary decisions must also take into consideration the extant capabilities of the firm—organizational heterogeneity—and the bundle of activities with which the firm is already engaged (Madhok, 2002; Jacobides & Hitt, 2005; also Langlois & Robertson, 1995).”
Innovation Capability: From Technology Development to Transaction Capability (2012, background): “They say this knowledge “is developed by a path-dependent process of complementary investment and learning by doing” (Jacobides and Hitt, 2005, p. 1212); as well as shaped by a series of contingencies which firms face in their operations.”
The Dynamic Limits of Specialization: Vertical Integration Reconsidered (2005, unknown): “Studies have focused on firms’ ability to transact and manage outside suppliers (Argyres and Liebeskind 1999; Dyer 1996; Madhok 2002); and on productive capabilities, i.e. the relative competencies of the firm (Leiblein and Miller 2003; Hoetker 2005; Jacobides and Hitt 2005).”
The Effects of Innovation on Vertical Structure: Perspectives on Transaction Costs and Competences (2008, unknown): “Reintegration, for instance, seems to emerge when consumers become underserved by a certain technology and/or related capabilities (Cacciatori and Jacobides 2005, Christensen, Verlinden, and Westerman 2002).”
Industry Change Through Vertical Disintegration: How and Why Markets Emerged in Mortgage Banking (2005, background): “So differences in capabilities between firms along the value chain, with some firms being good upstream and others downstream, push disintegration, as a quantitative study of the same sector has elaborated (Jacobides & Hitt, 2005).”