Value Creation and Value Capture with Frictions

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How researchers see this paper

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

Value Creation, Competition and Performance in Buyer-Supplier Relationships (2011, unknown): “This is consistent with models that suggest that frictions in the product market, such as strong client relationships, matter for understanding investments in capabilities and the origin of firm heterogeneity (Chatain and Zemsky, 2009).”
Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “…simultaneously considers these three goals is not only likely to be more relevant for management practice but also to be more fruitful for richer theory development in strategic management (Brandenburger and Stuart, 2005; Chatain and Zemsky, 2011; Dyer and Singh, 1998; Mac- Donald and Ryall, 2004).”
Which Competitive Advantage(s)? Competitive Advantage–Market Performance Relationships in International Markets (2017, background): “The strategy literature offers general frameworks (Bowman and Ambrosini 2000; O’Cass and Ngo 2012) and analytical models (Chatain and Zemsky 2011; Gans and Ryall 2017) explaining value creation and appropriation.”
Time delays, competitive interdependence, and firm performance (2017, background): “This is the case especially if product and price comparisons are difficult or if switching costs are high (Chatain and Zemsky, 2011).”
Alliance Capabilities (2015, background): “The second is through game-theory models (e.g., Chatain & Zemsky, 2011; Khanna, 1998).”