Competitive dynamics and economic learning: an extended resource-based view

By John A. Mathews. 2003

201 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4e98c3868a1d4181f10d98a6f70e1890ab4bb24a

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Citations in the corpus

Making a Technological Catch‐up: Barriers and opportunities (2005, methodology): “The possibility of two models for catch-up is also discussed in terms of the key difference between Korea and Taiwan, especially in the position toward the source of foreign knowledge and the paths taken toward the final goal of OBM.”
Corporate Social Responsibility and Resource-Based Perspectives (2006, background): “6 Mathews (2003) does not consider the inputs themselves as resources, thus establishing a fundamental distinction between ‘‘the services provided by resources, which enable the firm to accomplish its activities, and the stock of resources themselves’’ (op. cit, p. 122).”
Beyond the service factory: Service innovation in manufacturing supply networks (2013, background): “…concept was proposed over twenty years ago, with Chase and Erikson (1988) and Chase and Garvin (1989) proposing that factories should be seen as repositories of specialist knowledge, providing a range of service benefits to both external customers and internal customers, especially marketing.”
Dragon multinationals: New players in 21st century globalization (2006, background): “The latter process may be dubbed “economic learning” ( Mathews, 2003 ).”
The knowledge-based view of the firm and its theoretical precursor (2006, background): “The recent extension of the RBV, the KBV, is accepted to be adequate to the present economic context (Drucker, 1993; Sirois, 1999; Stewart, 1997; Garud and Kumaraswamy, 2002; Grant, 2002; Guthrie, 2001; Mathews, 2003).”
Intellectual capital disclosure payback (2011, methodology): “In this context, IC assets are considered critical (Bontis et al., 1999; Petrick et al., 1999; Bontis et al., 2000; Eustace, 2000; Barney, 2001; Hitt et al., 2001; Grant, 2002; Bontis and Fitz-Enz, 2002; Mathews, 2003; Bontis, 2004).”
Strategic purchasing, supply management practices and buyer performance improvement: an empirical study of UK manufacturing organisations (2009, background): “However, the rapid growth of collaborative relationships across many industries has expanded this focus, with scholarly attention beginning to recognise the importance of resources which lie outside of a firm’s boundaries (Mathews 2003, Duschek 2004).”