Continuous “Morphing”: Competing Through Dynamic Capabilities, Form, and Function

By Violina P. Rindova, Suresh Babu Kotha. 2001

910 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a63f4098802fee60a140c6fd9ff0d32ef66f9c8c

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Citations in the corpus

Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, background): “, Thomke, 1998; Miner, Bassoff, and Moorman, 2001; Kerr, Nanda, and Rhodes-Kropf, 2014), continuous change (e.g., Brown and Eisenhardt, 1997; Rindova and Kotha, 2001), and product development (Pisano, 1994; Eisenhardt and Tabrizi, 1995; Marx and Hsu, 2015).”
Standing out: how new firms in emerging markets build reputation (2007, methodology): “Following prior inductive studies (Rindova and Kotha, 2001), we sought to validate our theoretical insights using feedback from key informants.”
Entrepreneurship, Subjectivism, and the Resource-Based View: Towards a New Synthesis (2008, neutral): “…1991; Peteraf, 1993; Rumelt, 1987; Wernerfelt, 1984); (2) commitment (Ghemawat, 1991); (3) dynamic capabilities (Dierickx and Cool, 1989; Helfat, 1997; Rindova and Kotha, 2001; Teece, Pisano, and Shuen, 1997); and (4) the knowledge-based view (Grant, 1996; Kogut and Zander, 1992; Spender, 1996).”
Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation (2015, background): “For example, the media analogy adopted by the early search engines led them to fundamentally transform their strategies and to limit their investment in search technologies (Rindova and Kotha, 2001).”
Information Technology Competencies, Organizational Agility, and Firm Performance: Enabling and Facilitating Roles (2013, background): “…and analyze information for sensing and understanding environmental changes might rely too much on historic precedence and path dependencies to support effective scanning and interpretation of the environment as its dynamism increases (e.g., Pavlou and El Sawy 2010, Rindova and Kotha 2001).”
Effects of Firm R&D Investment and Environment on Acquisition Likelihood* (2006, positive): “Innovativeness is particularly valuable in dynamic environments because such contexts require sporadic or even continuous adjustments to firms’ competency profiles and/or product-market offerings (Rindova and Kotha, 2001) in order for competitiveness to be sustained.”
Competing Through Business Models (2007, background): “Companies experiment and learn to change and transform their business models to adapt to the needs of complex new competitive environments (Rindova and Kotha, 2001).”
A Terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship (2010, positive): “At the limit, these changes would appear to be continuous (Brown & Eisenhardt, 1997) as described in recent models of “continuous morphing” (Rindova & Kotha, 2001; Stebbings & Braganza, 2009).”
Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company" (2009, background): “Existing work typically characterizes new ﬁrms as unstable entities that opportunistically adapt in search of proﬁt (Bhide 2000, Brown and Eisenhardt 1997, Rindova and Kotha 2001).”
A Real Options-Driven Theory of Business Incubation (2004, background): “These processes can include new product development, strategic decision-making and alliance formation (Eisenhardt and Martin, 2000) and, in high-velocity markets, the ability to ‘‘continuously morph’’ (Kotha and Rindova, 2001).”
Strategic Entrepreneurs at Work: The Nature, Discovery, and Exploitation of Entrepreneurial Opportunities (2007, background): “Instead, organic processes that continually refresh a firm s strategy and structure towards the discovery and exploitation of entrepreneurial opportunities are needed to achieve superior performance (Burns and Stalker, 1961; Rindova and Kotha, 2001).”
Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival (2017, background): “…of reputation augments theories of strategy suggesting that, in uncertain environments, successful firms enact continuous change (e.g. Eisenhardt and Martin, 2000; Helfat et al. , 2009; Helfat and Peteraf, 2003; O’Reilly and Tushman, 2008; Rindova and Kotha, 2001; Teece, Pisano, and Shuen, 1997).”
The suitability of the configuration approach in entrepreneurship research (2009, background): “Even in firms which were subject to hyper-competition (Yahoo! and Excite are two such firms that are discussed by Rindova and Kotha 2001 ), only three fundamental changes in ‘strategic thrust’, that is changes the dominant strategy enacted to respond to changing environmental conditions, were ident”