Organizational Actions in Response to Threats and Opportunities

By Prithviraj Chattopadhyay, William H. Glick, George P. Huber. 2001

643 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/76fb6a61efbc74a79496810efa3413760f980bd2

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In Strategy and Management

Citations in the corpus

Solving the Entrepreneurial Puzzle: The Role of Entrepreneurial Interpretation in Opportunity Formation and Related Processes (2012, background): “The determination of the contextual conditions, the ‘strategic issues’, is central to the study of opportunity interpretation: extant studies considered multiple events (Chattopadhyay et al., 2001; Martins and Kambil, 1999), single, generic situations ( Julian and Ofori-Dankwa, 2008), single, specif”
The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “At the organizational level, Chattopadhyay, Glick, and Huber (2001) coded T/O from interviews, arraying it along two dimensions—control reducing or enhancing, and gain or loss.”
Benefiting from economic crisis? Strategic orientation effects, trade-offs, and configurations with resource availability on SME performance (2020, background): “…actions aimed at adapting to the shifting environmental pressures, or externally focused actions aimed at modifying their environment (Chattopadhyay et al. 2001), pursuing a defensive approach by focusing on reducing operating costs, or offensive approach by considering product or…”
Management Theory Applications of Prospect Theory: Accomplishments, Challenges, and Opportunities (2011, positive): “Devers, Wiseman, and Holmes (2007) attempted to minimize the possibility that differences in the objective values of the stock options accounted for their results. For example, in the gain frame, the Black–Scholes value was higher for the high-volatility stock than for the low-volatility stock. Howe”
Less Likely to Fail: Low Performance, Firm Size, and Factory Expansion in the Shipbuilding Industry (2006, background): “However, few studies have addressed this issue empirically (but see Chattopadhyay et al. 2001). March and Shapira (1987, 1992) have made an important contribution to this literature by proposing the shifting-focus model of risk taking. Drawing on extensive studies of how managers perceive risk (Shap”
Entrepreneurial orientation and the business performance of SMEs: a quantitative study from the Netherlands (2012, background): “A firm level response is therefore needed (Chattopadhyay et al. 2001).”
Corporate entrepreneurship strategy: extending our knowledge boundaries through configuration theory (2019, neutral): “Hostile and technologically sophisticated environments have been shown to be appropriate contexts in which to develop and implement a CE strategy (Bradley et al. 2011; Chattopadhyay et al. 2001).”
Aspirations, Innovation, and Corporate Venture Capital: A Behavioral Perspective (2012, background): “…that are not well understood, whose outcome is highly ambiguous, and for which a probability distribution is not well defi ned’ (Ocasio, 1995: 297), responding instead with behavior that is risk averse (Sitkin and Pablo, 1992) and/or internally oriented (Chattopadhyay, Glick, and Huber, 2001).”