Inter‐temporal economies of scope, organizational modularity, and the dynamics of diversification

By Constance E. Helfat, Kathleen M. Eisenhardt. 2004

607 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8817ccb658f5078886b4b286685a8d874dd27676

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Citations in the corpus

Resource-Based Theory and Corporate Diversification (2011, background): “Helfat and Eisenhardt (2004) examined how intertemporal economies of scope, achieved by redeploying resources and capabilities between related businesses over time as firms exit some markets while entering others, help firms diversify into related businesses.”
The Formation of Opportunity Beliefs: Overcoming Ignorance and Reducing Doubt (2007, background): “…before entrepreneurs are able to mobilize the resources necessary to exploit them—a task that the strategy literature suggests should be easier for existing enterprises, owing to slack resources (George, 2005), economies of scale (Makadok, 1999) or economies of scope (Helfat and Eisenhardt, 2004.)”
Corporate divestitures and family control (2016, background): “Moreover, larger companies and firms that are more highly levered, cash constrained, unprofitable, acquisitive, and diversified are more likely to undertake divestitures (Chatterjee and Wernerfelt, 1991; Markides, 1992, 1995), as are companies that are experiencing higher growth in their primary ind”
The Architecture and Design of Organizational Capabilities (2006, unknown): “Through the detailed analysis of capabilities, their architecture, and their interactions, we can examine how the firms’ structure allows it to canalize its expertise and develop new knowledge, products, or markets (Galunic and Eisenhardt, 2001; Helfat and Eisenhardt, 2004; Williams and Mitchell, 20”
Escaping the Prior Knowledge Corridor: What Shapes the Number and Variety of Market Opportunities Identified Before Market Entry of Technology Start-ups? (2013, background): “For instance, founders may create a flexible (modular) organizational structure and technological architecture that facilitates entry into these domains (Brown and Eisenhardt 1998, Helfat and Eisenhardt 2004).”
Make, buy, organize: The interplay between research, external knowledge, and firm structure† (2014, background): “Insofar as decentralization 4 is associated with a modular organizational structure (Helfat and Eisenhardt, 2004; Karim, 2006), decentralized rms might nd it easier to deal with larger acquisitions.”