Capture, governance, and resilience: strategy implications from the history of Rome

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Entry Timing (2015, background): “Such choices influence a firm’s path dependence, scale of operations, relations with partners, and industry position, all of which affect performance and survival (Carmeli & Markman, 2011; Peteraf, 1993).”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, methodology): “Within the context of these strategies, firms also need to balance their strategy with specific tactics-saving power, maintaining a stronghold base, isolating adversaries, and creating forward outposts (Carmeli & Markman, 2011).”
Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, background): “Coping and bouncing back from experiences of failure and adversity may also be important for organizational crisis-preparedness, high reliability, longevity and future growth (Carmeli and Markman, 2011; Carmeli and Schaubroeck, 2008; Weick and Sutcliffe, 2001).”
Organisational resilience capacity and firm product innovativeness and performance (2014, background): “For example, Carmeli and Markman (2011) suggested that resilience involves neither crisis management nor turnaround programmes, but rather an ongoing bundling and redeployment of innovation strategies.”