Unpacking absorptive capacity: A study of knowledge utilization from alliance portfolios

By Gurneeta Vasudeva, Jaideep Anand. 2011

324 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8db8b808d35bd27ebe12ca4f1eaabc4aa73e4c1b

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In Strategy and Management

Citations in the corpus

Balancing absorptive capacity and inbound open innovation for sustained innovative performance: An attention-based view (2016, background): “For these reasons, it should not be automatically assumed that it is easy for one innovating unit to recognize and assimilate the value of another unit's technology simply because they are in the same firm (Vasudeva & Anand, 2011).”
The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms (2013, background): “When companies involve external actors—particularly those from outside the traditional industry domain (Vasudeva & Anand, 2011)—in their sensemaking and decision-making processes, the rigidity of mental models decreases (Gilbert, 2005), since those externals are typically less biased by traditional…”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, unknown): “…also included two alliance portfolio variables: Portfolio Knowledge Stock measured as the total number of patents granted to the focal firm’s partners; Portfolio Knowledge Diversity was measured following prior studies on alliance portfolio (Srivastava and Gnyawali, 2011; Vasudeva and Anand, 2011).”
Did the global financial crisis impact firms' innovation performance? The role of internal and external knowledge capabilities in high and low tech industries (2018, unknown): “…the innovation management literature as ‘access relationships’ that enable partners to acquire non-redundant knowledge and capabilities residing outside their organisational and technological boundaries (Cui and O’Connor, 2012; Chesbrough, 2012; De Man and Duysters, 2005; Vasudeva and Anand, 2011).”
Corporate venture capital portfolios and firm innovation (2016, unknown): “, 2004), the competitive environment (Cui and O'Connor, 2012; Koka and Prescott, 2008; Luo and Deng, 2009), and the technological distance between a focal firm and its partners (Vasudeva and Anand, 2011).”