Product Sequencing: Co-Evolution of Knowledge, Capabilities and Products.

By Constance E. Helfat, Ruth S. Raubitschek. 2000

639 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a1fd22b98cb06816606511ef65e22882716283cb

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In Strategy and Management

Citations in the corpus

Asset Divestiture Following Horizontal Acquisitions: A Dynamic View (2001, background): “Once again, the stronger influence on target asset divestiture likely reflects the managerial dominance of the acquirer.”
Dynamic capabilities and their indirect impact on firm performance (2012, background): “Coordination capabilities enhance the coordination and integration of tacit and codified knowledge allowing firms to more cost effectively deliver their products and acquire more information about their customers needs (Helfat and Raubitschek, 2000).”
Small firm innovation performance and employee involvement (2014, positive): “…are regarded as the principal sources of such sustainable competitive advantage (Grant 1996a; Argote et al. 2003; Eisenhardt and Martin 2000; Helfat and Raubitschek 2000; Henderson and Cockburn 1994; Iansiti and Clark 1994; Klepper and Simons 2000), on the condition that these resources and…”
Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms (2003, background): “…also imply an iterative loop among assets, capabilities, and knowledge: experience with seizing or losing positions begets new assets, capabilities, and knowledge, which in turn, positions the firm toward better detection and exploitation of future opportunities (Helfat and Raubitschek 2000).”
Inter‐temporal economies of scope, organizational modularity, and the dynamics of diversification (2004, background): “Copyright 2004 John Wiley & Sons, Ltd.”
Organizational learning culture, innovative culture and innovations in South Korean firms (2010, positive): “…an efficient learning of their resources, competencies and capabilities (Akgün, Keskin, Byrne, & Aren, 2007; Alegre & Chiva, 2008; Argyris & Schön, 1978; Calantone, Cavusgil, & Zhao, 2002; Chipika & Willson, 2006; Helfat & Raubitscheck, 2000; Sinkula, Baker, & Noordewieer, 1997; Stata, 1989).”
On the Contingent Value of Dynamic Capabilities for Competitive Advantage: The Nonlinear Moderating Effect of Environmental Dynamism (2014, background): “While strategic alliances give firms access to resources that lie outside of their boundaries (Das and Teng, 2000), new product development aims at updating the firm's product portfolio (Helfat and Raubitschek, 2000).”
Multi-product firms and product switching (2006, neutral): “…(7) where αt and αi are year and product fixed effects, respectively, and the productivity of 33 Indeed, the ability to enter and exit individual product markets flexibly may be itself a capability of firms, as discussed for example by Helfat and Raubitschek (2000), Sutton (2005) and Teece at al.”
Organizational Factors to Support Knowledge Management and Innovation (2011, background): “…KM activities, both exploration and exploitation have been associated with innovation and organizational improvements in various studies (e.g. Helfat and Raubitschek, 2000; Bierly and Daly, 2002; Miller et al., 2007; Zack et al., 2009) but the effects of interactions with HR practices for…”
DYNAMIC CAPABILITIES AND THE EMERGENCE OF INTRAINDUSTRY DIFFERENTIAL FIRM PERFORMANCE: INSIGHTS FROM A SIMULATION STUDY (2003, background): “Helfat and Raubitschek (2000:975) stress the importance of learning as an essential part of dynamic capability: " Systems of learning are prime examples of dynamic capabilities (Teece at al., 1997), since these systems are fundamental to the ability of organizations to innovate and to adapt to…”
‘Best practices … in spite of performance’: just a matter of imitation? (2005, background): “…Science (1999, number 3) reflects coevolution theory in strategic management and has stimulated a range of papers in different journals (e.g. Helfat and Raubitschek, 2000; Carney and Gedajlovic, 2002; Zollo and Winter, 2002) and once more a special issue in Organization Studies (2001,…”
Resource Orchestration to Create Competitive Advantage (2011, background): “For example, Ndofor, Sirmon, and He’s (2011) results show that managerial actions mediate the resource–performance linkage, thereby providing support for the manager’s role in creating a competitive advantage. Additionally, Morrow, Sirmon, Hitt, and Holcomb (2007) show that valuable and rare resourc”