The Dynamics of Innovative Activity and Competitive Advantage: The Case of Australian Retail Banking, 1981 to 1995

By Peter W. Roberts, Raphael Amit. Organ. Sci., 2003

439 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f75fdd504ce6a901540a76089dbc7599171dd446

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Citations in the corpus

Managerial Risk, Innovation, and Organizational Decline (2009, background): “For the most part, strategic management scholars stress the importance of innovation for businesses to achieve sustainable competitive advantage and persistence of superior profits (e.g., Ravenscraft & Sherer, 1982; Roberts & Amit, 2003; Thornhill, 2006; Zahra et al., 2000).”
Impact of information technology innovation on firm performance in Kenya (2019, background): “According to Roberts and Amit (2003), innovative enterprises have a competitive advantage that leads to high pro ﬁ ts and business sustainability (Atua-hene-Gima, 2004).”
Knowing when to leap: Transitioning between exploitative and explorative R&D (2014, methodology): “Therefore, new product introductions are used as another measure of innovation output (Barnett and Freeman, 2001; Coombs, Narandren, and Richards, 1996; Roberts and Amit, 2003).”
Untangling the relationships among growth, profitability and survival in new firms (2013, neutral): “These advances often are costly and difficult to imitate; as such they can form the basis of more long-term competitive advantages (Bottazzi et al., 2010; Klepper, 1996; Roberts and Amit, 2003).”
Combinative effects of innovation types and organizational Performance: A longitudinal study of service organizations (2009, methodology): “First, organizations innovate to gain first or early mover advantage that would deliver superior performance (Lieberman and Montgomery, 1988; Roberts and Amit, 2003).”
Exploring the impact of innovation strategy on R&D employees’ job satisfaction: A mathematical model and empirical research (2010, positive): “Thus, it has become the principal method for adapting to a dynamic environment (Doloreux and Melancon, 2008; Hua and Wemmerlov, 2006; Roberts and Amit, 2003).”
Optimal Structure, Market Dynamism, and the Strategy of Simple Rules (2009, background): “Though prior researchers have argued that fi rms should seek a series of short-term, competitive advantages in dynamic environments (Roberts and Amit, 2003; Chen et al., 2009), our results indicate that competitive advantage in these environments is unstable and its duration unforeseeable (but not…”
Strategy Content and Organizational Performance: An Empirical Analysis (2006, background): “Furthermore, research on private organizations substantiates the view that inertia in organizational arrangements is associated with poorer performance (Roberts and Amit, 2003).”