Innovations and the role of complementarities in a strategic theory of the firm

By Nils Stieglitz, K. Heine. 2007

407 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d2ffe1a9a6173ab51cf24b0303a71ee67f36efe7

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Citations in the corpus

Intellectual capital and radical innovation: Exploring the quadratic effects in technology-based manufacturing firms (2016, background): “Intellectual capital drives firm adaptation, survival and success in constantly evolving markets (Stieglitz and Heine, 2007) and is a key factor of firm competitiveness in a knowledge-based economy (Tseng and Goo, 2005).”
Organizational Path Dependence: Opening the Black Box (2009, background): “On a more general level, complementarities mean synergy resulting from the interaction of two or more separate but interrelated resources, rules, or practices (Pierson, 2000; Stieglitz & Heine, 2007).”
Human Capital Is Dead; Long Live Human Capital Resources! (2014, background): “To this point, Stieglitz and Heine (2007) argued that firms will invest in complementary assets that bind key employees to the firm.”
SME Innovative Capacity, Competitive Advantage and Performance in a 'Traditional' Industrial Region of Portugal (2009, neutral): “…that tend to explain a firm’s innovative behaviour, namely, (i) size (Ferreira, 2003); (ii) age; (iii) level of training of the workforce (Ferreira, 2003; Newbert, 2007); (iv) sector of activity (Acquaah, 2007; Short, et al. , 2007); and (v) life cycle (Ferreira, 2003; Stieglitz and Heine, 2007).”
A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry (2009, background): “An organization’s acquisition and absorption of new collective knowledge (such as the coordination routines involved in lean manufacturing and concurrent engineering) involves both coordination and motivation challenges, since this process entails organization-wide changes in the reporting structure”
Making sense of a market information system for superior performance: The roles of organizational responsiveness and innovation strategy (2011, background): “In line with the work of Tywoniak (2007), it is beneficial to incorporate the sense-making perspective into the RBV because doing so allows for extensive behavioral constructs such as strategic actions and is compatible withmainstream evolutionary economic theories of the firm.”
Understanding opportunity discovery and sustainable advantage: the role of transaction costs and property rights (2008, neutral): “While others have linked opportunity discovery to resource learning (Penrose, 1959; Mahoney, 1995; Helfat, 1997; Foss, 2001; Helfat & Peteraf, 2003; Stieglitz & Heine, 2007) and transaction costs to the RBV (e.g., Coff, 1999; Foss & Foss, 2005; Kim and Mahoney, 2006), the specific contribution of…”
The business model: Theoretical roots, recent developments, and future research (2010, background): “Porter, 1996, Harvard Business Review Stabell & Fjeldstad, 1998, Strategic Management Journal Thorelli, 1986, Strategic Management Journal IESE Business School-University of Navarra - 37”
Business Model Evolution: In Search of Dynamic Consistency (2010, background): “realize its full potential and improve its profits.(32) For instance, core components are strongly coupled when the resources are well incorporated within the organizational system, and their potential services fully exploited in proposing existing value propositions, which the organizational system”