Dynamic Boundaries of the Firm: Are Firms Better Off Being Vertically Integrated in the Face of a Technological Change?

By Allan Afuah. 2001

367 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/66fc6dbc628d05dfd564ed69296749bc3389549d

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Citations in the corpus

Losing Sight of the Forest for the Trees? Productive Capabilities and Gains From Trade as Drivers of Vertical Scope (2005, neutral): “This might not be particularly relevant in a mature industry like mortgage banking, yet it would be a significant omission in a more dynamic setting (White, 2000; Afuah, 2001; Schilling and Steensma, 2002; Leiblein and Miller, 2003).”
Why Do Firms Both Make and Buy? An Investigation of Concurrent Sourcing (2007, positive): “If a firm cannot accurately predict the type of change forthcoming, having both types of sourcing available will improve the firm's likelihood to succeed by being 'ambidextrous' and able to deal with both suppliers and internal development groups in the face of technological change (Afuah, 2001).”
The Effects of Innovation on Vertical Structure: Perspectives on Transaction Costs and Competences (2008, positive): “Integration will then promote an inflexi bility or rigidity that might hinder the firm's effort to successfully acquire new knowledge and to innovate (Afuah, 2001; Langlois, 1992; Leo nard-Barton, 1992; Poppo & Zenger, 1998).”
Productivity Effects of Outsourcing - New evidence on the strategic importance of vertical integration decisions (2009, background): “Based on these considerations, Afuah (2001) investigated the effects vertical integration has on the ability to cope with competence-destroying technological change.”
The Governance of the Multinational Enterprise: Insights from Internalization Theory (2011, background): “Certainly, it might be expected that ICT should reduce information and coordination costs (Afuah, 2001), particularly in MNEs, but the impact upon motivation costs is unclear.”
Governance Decisions in the R&D Process: An Integrative Framework Based on TCT and Know-ledge View of The Firm. (2007, background): “In making these governance decisions, firms often trade-off economizing on transaction costs vs. accessing external knowledge and enhanced flexibility, while many firms are partially integrated and simultaneously outsource some activities (Harrigan, 1984; Afuah, 2001).”
Does being R&D intensive still discourage outsourcing?: Evidence from Dutch manufacturing (2005, neutral): “It has been suggested that in the face of severe technological change (Afuah, 2001) or if heterogeneity among firms is a substantial driver of the competitive process (Barney, 1999) vertical integration can instill rigidity into technological trajectories.”
What Firms Make vs. What They Know: How Firms' Production and Knowledge Boundaries Affect Competitive Advantage in the Face of Technological Change (2012, positive): “8 However, the one firm that produced its own lens (Canon), despite facing significant challenges associated with the architectural innovation, continued to be an important industry participant during and after the transition. Similarly, in the disk drive industry, the two technological innovations ”
Understanding offshoring: A research framework based on disintegration, location and externalization advantages (2009, background): “Theories of the firm seek to elucidate why firms perform certain activities in-house while outsourcing others (Afuah, 2001).”
Theories of the Firm-Market Boundary (2011, neutral): “For instance, research on the dynamics of firm boundaries has expanded considerably in recent years (e.g. Afuah, 2001; Argyres & Bigelow, 2010; Kim & Mahoney, 2010; Langlois, 1992).”
Incumbent Adaptation to Technological Change: The Past, Present, and Future of Research on Heterogeneous Incumbent Response (2018, neutral): “…new knowledge or assets Top management characteristics affect whether a firm is open to assimilating new knowledge or assets Organizational structure Afuah (2001),Argyres and Silverman (2004), Csaszar (2013), Kapoor and Adner (2012), Monteverde (1995), Monteverde and Teece (1982), Troyer…”
Economic Foundations of Strategy (2004, neutral): “…Mahoney and Crank, 1995; Masten and Crocker, 1985; Palay, 1984, 1985; Pirrong, 1993; and Williamson, 1985, on CATV]; • Focused Industry Studies: [E.g., Afuah, 2001; Dyer, 1996, 1997; Lieberman, 1991; Masten, 1984; Masten, Meehan and Snyder, 1989, 1991; Monteverde, 1995; Nickerson, Hamilton and…”