Organizational Context as a Moderator of Theories on Firm Boundaries for Technology Sourcing

By H. Kevin Steensma, Kevin G. Corley. 2001

225 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/58708d9a2ac937fe32a87f9d9e40683281a73c63

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Citations in the corpus

The sourcing of technological knowledge: Distributed innovation processes and dynamic change (2003, background): “…knowledge by firms; in particular on the sourcing of new technological knowledge, rather than on existing technological knowledge (see, for example, Steensma and Corley, 2001) through such activities as technology licensing.1 The term ‘technological knowledge’, though, is used in a wide sense and…”
CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion (2010, methodology): “Cross-tabulation analysis (Steensma & Corley, 2001) revealed no significant industry, location, ownership, or size differences between the respondents and nonrespondents.”
Caveat Venditor: Trust Asymmetries in Acquisitions of Entrepreneurial Firms (2009, background): “Such flexibility is particularly important if there is uncertainty regarding whether a technology will work or will have commercial success (Steensma & Corley, 2001).”
Resource-Based Advantages in an International Context† (2008, background): “Second, wholly owned modes may allow for increased efficiencies associated with internalized routines, possession of a common language, and/or the exploitation of firm-specific resource endowments (Madhok, 1997; Steensma & Corley, 2001).”
Less is More, or Not? On the Interplay between Bundles of Slack Resources, Firm Performance and Firm Survival (2015, unknown): “Recoverable slack is defined as inventories to sales, adjusted for sub-industry and country norms (Bourgeois and Singh, 1983; Steensma and Corley, 2001).”
Why Do Firms Both Make and Buy? An Investigation of Concurrent Sourcing (2007, unknown): “Steensma and Corley concur with this position, advocating for 'discrete analyses of governance mode decisions . . . conducted between the use of market and hybrid and between hybrid and hierarchy' (Steensma and Corley, 2001: 288).”
The Importance of Slack for New Organizations Facing ‘Tough’ Environments (2010, methodology): “Past research has used categories of available, recoverable, and potential slack to distinguish the relative discretion available to managers in applying resources for alternate use (Bourgeois and Singh, 1983; Bromiley, 1991; Hambrick and D’Aveni, 1988; Steensma and Corley, 2001).”