Does corporate strategy matter

By E. H. Bowman, Constance E. Helfat. 2001

456 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/dfa7a4365f6510060bd621e310a9d79bee9d4d08

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Citations in the corpus

Searching high and low: what types of firms use universities as a source of innovation? (2004, unknown): “This finding has imp ant implications for the literature on corporate st gy and contributes to the growing literature on elationship between search strategies and innov Bowman and Helfat, 2001; Katila and Ahuja, 200). f the difference.”
Economic Foundations of Strategy (2004, methodology): “• Bowman and Helfat (2001): This paper examines the resource-based theory that there is a significant role for corporate strategy based on the utilization of common resources by related businesses within a firm (Peteraf, 1993; Teece, 1982).”
A new perspective on a fundamental debate: a multilevel approach to industry, corporate, and business unit effects (2006, methodology): “In sum, as suggested by Bowman and Helfat (2001), the examination of specific strategic factors is necessary if we are to begin to understand whether strategy has an impact on performance.”
Inter‐temporal economies of scope, organizational modularity, and the dynamics of diversification (2004, background): “The question of whether corporations add value beyond that created by individual businesses has engendered much debate in recent years (e.g., Rumelt, 1991; Bowman and Helfat, 2001; Brush, Bromiley, and Hendrickx, 1999; Martin and Eisenhardt, 2003a).”
New frontiers in international strategy (2004, background): “The literature generally concludes that all three levels have significant influences, although with varying views of the relative magnitudes of effects (Rumelt, 1991; Bowman and Helfat, 2001; McGahan and Porter, 2002; Hawawini et al., 2003).”
Determinants of profitability in European manufacturing and services: evidence from a dynamic panel model (2005, background): “Similarly, Bowman and Helfat ( 2001 ) argue that the inclusion of single business units in many samples deflates the estimated corporate effect in corporations comprising multiple business units.”
Financing buyer–supplier dyads: an empirical analysis on financial collaboration in the supply chain (2016, background): “As one of the key tasks of a corporate strategy is to allocate corporate resources within the company (Bowman and Helfat 2001), a corporate financing strategy may help to ensure the consideration of all financing-related aspects on the company level.”
Industry, corporate, and segment effects and business performance: a non‐parametric approach (2003, unknown): “These results are in substantial conflict with the findings of Schmalensee (1985), Wernerfelt and Montgomery (1988), Rumelt (1991), McGahan and Porter (1997), and Chang and Singh (2000); however, they are in strong agreement with the analysis of Bowman and Helfat (2001) and the findings of Roquebert”