THE CONTEXT OF DOMINANCE: AN INDUSTRY-DRIVEN FRAMEWORK FOR EXPLOITING REPUTATION

By Jamal Shamsie. 2003

206 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/590e37b7d108d64435f5d38cd5949c9ec2b5c22c

How researchers see this paper

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

In Accounting

In Strategy and Management

Citations in the corpus

Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “, brand image) (Shamsie, 2003); (ii) impediments in transferring due to tacitness and intangibility (e.”
Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM (2011, background): “Thus, reputational capital is widely seen as a valuable intangible resource with significant effects on firm performance (Roberts and Dowling 2002 ; Shamsie 2003 ; Boyd, Bergh and Ketchen 2010 ).”
Supply chain performance measurement framework for small and medium scale enterprises (2009, background): “The literature suggests that performance is dependent on strategy continuously recognizing the changes in the external environment (Shamsie, 2003).”
A Study of Management Perceptions of the Impact of Corporate Social Responsibility on Organisational Performance in Emerging Economies: The Case of Dubai (2008, background): “…resource that contributes to a firm’s competitive advantage (Barney, 1991; Deephouse, 2000; Fombrun and Shanley, 1990; Roberts and Dowling, 2002; Shamsie, 2003), ‘‘precisely because the development of a good reputation takes considerable time and depends on a firm making stable and consistent…”
Portfolio Entrepreneurship in Family Firms: A Resource-based Perspective (2011, background): “Most importantly, it is regarded as an intangible resource that leads to favorable outcomes, such as improved performance and value creation (Roberts and Dowling, 2002; Shane and Cable, 2002; Shamsie, 2003; Rindova et al., 2010).”
Reputations for toughness in patent enforcement: implications for knowledge spillovers via inventor mobility (2009, unknown): “To systematically investigate the implications of such litigiousness for mobility-driven spillovers, we draw upon the strategy and economics literature on corporate reputations (Kreps and Wilson, 1982; Milgrom and Roberts, 1982; Weigelt and Camerer, 1988; Shamsie, 2003).”
Being good or being known: An empirical examination of the dimensions, antecedents, and consequences of organizational reputation (2005, background): “It is common for researchers to infer the unobservable effects of reputation by examining direct relationships between observable organizational attributes or thirdparty actions and organizational performance outcomes (e.g., Rao, 1994; Shamsie, 2003; Stuart, 2000).”
Organizational Reputation: A Review (2011, background): “Observer perceptions and assessments of an industry or business sector also relate to the reputations of firms therein, as evidenced by findings in studies by Shamsie (2003), Cable and Graham (2000), and Brammer and Pavelin (2006).”
Do customer satisfaction and reputation mediate the CSR–FP link? Evidence from Australia (2012, background): “At the same time, studies demonstrate that a good reputation positively impacts on FP (e.g. Fombrun and Shanley, 1990; Kotha et al., 2001; Roberts and Dowling, 2002; Shamsie, 2003).”
New Frontiers of the Reputation—Performance Relationship: Insights From Multiple Theories (2010, background): “While the notion that reputations are valuable seems well established (e.g., Roberts & Dowling, 2002; Shamsie, 2003), there is also evidence that performance is an antecedent to reputation rather than a consequence (Deephouse & Carter, 2005; Fombrun & Shanley, 1990; Sobol & Farrelly, 1988).”
From Doing Good to Looking Even Better: The Dynamics of CSR and Reputation (2019, background): “No firm is an island, so the industries within which it is nested also have an impact on individual firm reputation (Fauchart & Cowan, 2014; Shamsie, 2003; Yue & Ingram, 2012), supporting the view of “industry reputation as an intangible commons” (Yue & Ingram, 2012, p.”