Where do resources come from? The role of idiosyncratic situations

By Gautam Ahuja, Riitta Katila. 2004

693 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e10d5578db6a19ba106473e25a7f99c90a570b23

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Citations in the corpus

Human capital measures, strategy, and performance: HR managers' perceptions (2008, neutral): “For example, research points to the importance of external factors, such as technology exhaustion and expansion beyond national markets, in the creation and performance of emergent innovative capabilities (Ahuja and Katila, 2004).”
Organizational Learning: From Experience to Knowledge (2011, neutral): “Other researchers distinguished between different types of experience such as direct or indirect (Gino, Miron-Spektor & Todorova, 2010), successful or unsuccessful (Audia & Goncalo, 2007), heterogeneous or homogeneous (Weigelt & Sarkar, 2009) and deep or diverse experience (Ahuja & Katila, 2004).”
Situational and institutional determinants of firms' R&D search intensity (2007, background): “Over time, continuity in resource allocation and search routines contributes to heterogeneity in organizational capabilities and performances (Ahuja and Katila, 2004).”
Is firm-specific innovation associated with greater value appropriation? The roles of environmental dynamism and technological diversity (2010, methodology): “Firms, both across industries and within an industry, have varied patterns of knowledge accumulation and development strategies in response to their idiosyncratic situations, which result in differences across firms in the firm specificity of their knowledge stocks and innovation outcomes (Ahuja and”
1 Moving Beyond Schumpeter: Management Research on the Determinants of Technological Innovation (2008, background): “Research activities can open up new avenues for firms (Ahuja & Katila, 2004 ; Chatterjee & Wernerfelt, 1991 ; Nelson, 1959 ) and firms can expand into new businesses as a result of these new opportunities (Baysinger & Hoskisson, 1989 ; Chatterjee & Wernerfelt, 1991 ).”
The Multifaceted Nature of Exploration and Exploitation: Value of Supply, Demand, and Spatial Search for Innovation (2007, background): “Ahuja and Katila (2004) argue that idiosyncratic problems and opportunities drive exploratory search across geographic regions.”
30 Years after Bayh-Dole: Reassessing Academic Entrepreneurship (2011, neutral): “Many universities, if they are to realize the expected gains from enhancing academic entrepreneurship activities may need to shift from their traditional trajectories to create new development paths (Ahuja and Katila, 2004; Rasmussen et al., 2011).”
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation? (2012, background): “Ahuja and Katila (2004) posit that “idiosyncratic situations” may encourage firms to invest in path breaking search.”
Untangling the Effects of Overexploration and Overexploitation on Organizational Performance: The Moderating Role of Environmental Dynamism† (2008, methodology): “These include search depth and search scope (Katila & Ahuja, 2002), science search and geography or location search (Ahuja & Katila, 2004; Fleming & Sorenson, 2004), and temporal search (Katila, 2002; Nerkar, 2003), among others.”
Strategic Entrepreneurs at Work: The Nature, Discovery, and Exploitation of Entrepreneurial Opportunities (2007, background): “Building on this insight, Ahuja and Katila (2004) employed patent data to construct a measure for technological opportunity based on various technology classes in the US chemical industry.”
Top management attention to innovation: The role of search selection and intensity (2009, background): “Another insight is that organizational search tends to be relatively simple-minded, problem-oriented, and local (Ahuja & Katila, 2004; Cyert & March, 1963).”
Learning to internationalise: the pace and success of foreign acquisitions (2007, background): “They help them to achieve greater market power, overcome barriers to entry, and access new knowledge of market needs and technologies (Vermeulen and Barkema, 2001; Ahuja and Katila, 2004).”