Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry

By Lori Rosenkopf, Atul Nerkar. 2001

2,707 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b73530182532911faf0da248f6fe93ddcd3681a0

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In Strategy and Management

Citations in the corpus

Incumbent Performance in the Face of a Radical Innovation: Towards a Framework for Incumbent Challenger Dynamics (2012, neutral): “Rosenkopf and Nerkar (2001), Rothaermel”
The impact of socialist imprinting and search on resource change: a study of firms in lithuania (2006, background): “If a firm seeks new knowledge from sources whose knowledge is quite close, or related to its extant knowledge, scholars view it as ‘local search’ (Rosenkopf and Nerkar, 2001).”
DYNAMIC CAPABILITIES, WHAT ARE THEY? (2000, positive): “These include knowledge creation routines whereby managers and others build new thinking within the firm, a particularly crucial dynamic capability in industries like pharmaceuticals, optical disks, and oil where cutting-edge knowledge is essential for effective strategy and performance (e.g., Helfa”
Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms (2006, background): “Rosenkopf and Nerkar (2001) explore the role of boundaryspanning searches for both organizational and technological boundaries and find that search processes that do not span over organizational boundaries generate lower effects on subsequent technological evolution, indicating that the impact of…”
Ready to Be Open? Explaining the Firm-Level Barriers to Benefiting from Openness to External Knowledge (2017, positive): “…have shown that external technology sourcing increases innovative output (e.g. Ahuja, 2000; Gemser and Lenders, 2011; Leiponen and Helfat, 2009; Rosenkopf and Nerkar, 2001; Rothaermel and Hess, 2007; Van Wijk et al., 2008), more recently a number of authors have suggested that openness has its…”
The benefits of R&D and breadth in innovation strategies: a comparison of Finnish service and manufacturing firms (2012, background): “Patterns of innovative search have been explored almost solely in the manufacturing context (e.g., Rosenkopf and Nerkar, 2001; Katila and Ahuja, 2002; Laursen and Salter, 2006; Leiponen and Helfat, 2010), even though external search is viewed as a key strategic consideration in the global…”
Changes in the intellectual structure of strategic management research: a bibliometric study of the Strategic Management Journal, 1980–2000 (2004, background): “Examples of this type of study are Almeida (1996), Stuart and Podolny (1996), Mowery, Oxley, and Silverman (1996), Coulter, Monarch, and Konda (1998), DeCarolis and Deeds (1999), Noyons, Moed, and Luwel (1999), McMillan and Hamilton (2000), Frost (2001), and Rosenkopf and Nerkar (2001).”
Organization of Knowledge and Innovation: The Case of Finnish Business Services (2005, background): “This difference corresponds to learning across technological trajectories as opposed to within one (Rosenkopf and Nerkar, 2001 ).”
Past Success and Creativity over Time: A Study of Inventors in the Hard Disk Drive Industry (2007, background): “Studies of patenting (Ahuja and Lampert 2001, Fleming 2001, Rosenkopf and Nerkar 2001, Sorensen and Stuart 2000) also suggest that the impact of a patented idea is evidenced by the number of citations that a patent receives after it is granted.”
The Formation of Opportunity Beliefs: Overcoming Ignorance and Reducing Doubt (2007, background): “In a similar way, socialized common ground between managers (Kogut and Zander, 1992), absorptive capacity (Cohen and Levinthal, 1990; Rosenkopf and Nerkar, 2001; Zahra and George, 2002) and organizational routines (Nelson and Winter, 1992) direct decision makers’ attention to specifi c aspects of…”