A Resource Perspective of Global Dynamic Capabilities

By David A. Griffith, Michael G. Harvey. 2001

364 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/419de320ffc01019d4ae3000dd60173c03347806

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In Strategy and Management

Citations in the corpus

The effects of social capital and organizational innovativeness in different institutional contexts (2008, background): “A response rate of under 30% is not uncommon in strategic management research (e.g., Greenley & Foxall, 1997, 1998; Griffith & Harvey, 2001; Marsh & Stock, 2006), and a response rate of 31% is considered to be satisfactory by Uhlenbruck (2004).”
*Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda (2006, background): “The literature also suggests that dynamic capabilities also encourage and facilitate internationalization (Griffith & Harvey, 2001) and learning in international markets.”
Information technology as a facilitator for enhancing dynamic capabilities through knowledge management (2004, background): “Finally, power structures in international business relationships are affected by asset specificity, predictability, and market knowledge gaps [22].”
The Antecedents of Psychic Distance (2010, background): “…the design of human resource management practices (Rosenzweig and Nohira, 1994; Björkman and Furu, 2000), the power of foreign distributors (Griffith and Harvey, 2001), negotiating tactics (Rao and Schmidt, 1998), the propensity to undertake R&D in foreign subsidiaries (Muralidharan and…”
Overcoming export manufacturers’ dilemma in international expansion (2007, background): “The dynamic nature of local market competence determines that it can serve as the basis for sustained competitive advantage of manufacturers in the export market (Teece et al., 1997; Simonin, 1999b; Griffith and Harvey, 2001).”
Exploring the role of dynamic capabilities in firm performance under the resource-based view framework (2014, background): “Finally, Section 5 summarizes conclusions, discussions, limitations and future research directions.”
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “Second is the adaptation, integration, and reconfiguration of internal and external assets to match opportunities in the global marketplace (Griffith & Harvey, 2001; Teece et al., 1997).”
The Complex Resource-Based View: Implications for Theory and Practice in Strategic Human Resource Management (2004, background): “Researchers have made several efforts to identify and prescribe dynamic capabilities in theoretical terms (Luo, 2000; Teece, Pisano, & Shuen, 1997), through empirical studies ( Griffith & Harvey, 2001; Helfat, 1997, 2000; Rindova & Kotha, 2001), and through historical studies of response to technol”
International opportunity recognition in international new ventures—a dynamic managerial capabilities perspective (2015, background): “In contrast to the resource based view (RBV), dynamic capabilities theory addresses how firms can sustain resource-based advantages in dynamic environments (e.g., Eisenhardt and Martin 2000; Griffith and Harvey 2001).”
Latin America Management Research: Review, Synthesis, and Extension (2011, background): “…and their primary U.S. manufacturers have found that resource-based and market-based assets influence the distribution of power between the parties (Griffith & Harvey, 2001) and that the process of developing and maintaining relationships in the United States and Canada may not be transferable to…”