Managerial decision making and firm performance under a resource-based paradigm

By Martin H. Kunc, J. Morecroft. 2010

249 citations recorded by the source corpus.

Subfields: Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/831df8d5aa91380610dfd1ee22995d0d8809fe38

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Citations in the corpus

The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…and top management teams (TMTs) use in the deployment of DCs as well as how other individual characteristics and influence and impact the organizations ability to deploy DCs (Benner & Tripsas, 2012; Eggers & Kaplan, 2009; Gavetti, 2005; Hodgkinson & Healey, 2011; Kunc & Morecroft, 2010).”
Entrepreneurial team and strategic agility: A conceptual framework and research agenda (2020, background): “…scholars, the scholarly focus on the micro-processes that help transform team-level agile attributes into strategic action remains nascent (Hambrick, 1994, 2007) and scholars have encouraged to draw from Behavioural Theory to find explanations (Friedman et al., 2016; Kunc & Morecroft, 2010).”
Benefits Realisation Management and its influence on project success and on the execution of business strategies (2015, background): “This is the alignment between project management teams, sponsors and clients (owners), in order to deliver successful and valuable changes to the organisation and shareholders through the development of strategic resources (Kunc and Morecroft, 2010).”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “…for the deployment of capabilities are conceived of and implemented by managers, researchers have begun to devote more attention to the cognition of managers and the interpretive processes in which they engage (Benner & Tripsas, 2012; Eggers & Kaplan, 2009; Gavetti, 2005; Kunc & Morecroft, 2010).”
Big Data consumer analytics and the transformation of marketing (2016, unknown): “Discussing speci ﬁ c resource requirements unique to Big Data is critical for the advancement of RBT, as RBT does not identify speci ﬁ c resource requirements for managers who are trying to gain a competitive advantage (Kunc & Morecroft, 2010; Teece et al., 1997).”
Generative artificial intelligence in supply chain and operations management: a capability-based framework for analysis and implementation (2024, unknown): “…challenge traditional notions within RBV, particularly concerning human cognitive capabilities, which have long been seen as a source of competitive advantage due to their unique and scarce nature (Helfat and Peteraf 2003; Kraaijenbrink, Spender, and Groen 2010; Kunc and Morecroft 2010).”