A new competitive landscape

By A. Oliveira, Julie Adams. 2007

395 citations recorded by the source corpus.

Subfields: Political Science and International Relations, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/60900ac6b8ce3658985b067e4a12bd5175ee9953

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Citations in the corpus

Portfolio Entrepreneurship in Family Firms: A Resource-based Perspective (2011, background): “It may lead to opportunity discovery (Burt, 1992), opportunity exploitation (Birley, 1985; Johannisson, 2000), and venture creation (Cooper and Dunkelberg, 1986). Wiklund and Shepherd (2008) measured social capital by business contacts and ties with government agencies and found that both had a posi”
Is there complementarity or substitutability between internal and external R&D strategies? (2012, background): “As a consequence, incumbent firms frequently need to leverage their external networks to source new technology and capabilities, especially within an emerging, new technological regime (Bettis and Hitt, 1995; Kranenburg and Hagedoorn, 2008; NichollsNixon and Woo, 2003; Rothaermel and Hess, 2007).”
Board Characteristics and Firm Performance: Evidence from New Zealand (2011, background): “The contemporary business environment is characterised by uncertainty and risk, making it increasingly difficult to forecast and control the tangible and intangible factors which influence firm performance (Bettis & Hitt, 1995; Kuratko & Morris, 2003).”
Time and Organizational Improvisation (2005, neutral): “1995) leading to new competitive landscapes ( Bettis & Hitt, 1995 ) that force organizations to”
The coopetition paradox and tension in coopetition at multiple levels (2014, background): “Increased maturity of the industry intensifies competition (Baum & Korn, 1999; Bettis & Hitt, 1995) as the markets are shrinking and firms have to compete intensively to optimize the cash inflows from their market position.”
The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “1994), witnessing the transformation from an industrial-based economy that emphasizes product manufacturing as the necessity for the economic system to a knowledge-based economy that focuses on the production, distribution and use of knowledge and information (Bettis and Hitt 1995; OECD 1996).”
Strategic Entrepreneurship: Exploring Different Perspectives of an Emerging Concept (2009, neutral): “This new landscape can be described in terms of four powerful forces: change, complexity, chaos, and contradiction (Bettis & Hitt, 1995; Hitt & Reed, 2000).”
Corporate Entrepreneurship: State‐of‐the‐Art Research and a Future Research Agenda (2013, background): “…the notion that competitive advantages are sustainable began to be questioned toward the end of the 20th century as the dual forces of technological change and globalization heightened competition and eroded bases—sometimes long-established bases—for competitive superiority (Bettis and Hitt, 1995).”
Resource Orchestration to Create Competitive Advantage (2011, background): “Although firms’ business environments have been dynamic for a number of years, the highly complex and hypercompetitive environments have become more common in the past two decades (Bettis & Hitt, 1995; D’Aveni, 1994).”
Effects of Firm R&D Investment and Environment on Acquisition Likelihood* (2006, positive): “Given the growing recognition that acquisitions can be an effective part of a firm’s technological innovation strategy (Bettis and Hitt, 1995; King et al., 2003), the matter of whether R&D investments invite a firm’s acquisition warrants careful examination.”
Governmental financial resilience under austerity in Austria, England and Italy: How do local governments cope with financial shocks? (2017, background): “…stream highlights the role of organizational capacities, but has pointed to the need to further explore them in more depth and over time (Bettis and Hitt 1995; Boyne and Meier 2009a; Meier and O’ Toole 2009), i.e. to explore how organizational capacities are not only deployed to cope…”
Influences on Strategic Planning Processes among Irish SMEs (2005, background): “Strategy development has received renewed attention from both practitioners and scholars as environments become more competitive (Bettis and Hitt 1995) and as academics and consultants advocate the necessity of enhancing strategic thinking within firms (for example, Hamel and Prahalad 1994).”
Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions (2009, methodology): “First, we used the Securities Data Corporation database (SDC) to select all M&As completed in 1996 in the drugs, chemical, and electronics industries because they are knowledge-intensive industries that use science in the development of inventions (Deng, Lev, and Narin, 2001; von Hippel, 1986).”
Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007, background): “To fully understand this linkage, the ef- fects of a firm’s external environment on managing resources need to be examined (Bettis & Hitt, 1995).”