Strategic Factor Market Intelligence: An Application of Information Economics to Strategy Formulation and Competitor Intelligence

By Richard Makadok, Jay B. Barney. Management Sciences, 2001

366 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fea8603bb28f9fa35b21c520eecf3cff40668b5d

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Citations in the corpus

Necessity as the mother of ‘green’ inventions: Institutional pressures and environmental innovations (2013, background): “, 1988) and, at the same time, are critical determinants of knowledge creation and organizational capabilities (Makadok and Barney, 2001).”
Resources and transaction costs: how property rights economics furthers the resource‐based view (2005, background): “Thus, when forming expectations about future resource values ( Makadok and Barney, 2001 ), managers should also assess the capture potential that is associated with these resources.”
Radically Open Strategizing: How the Premium Cola Collective Takes Open Strategy to the Extreme (2017, background): “The making of an organization’s strategy is commonly viewed as an inherently secretive activity that involves top management teams engaging in opaque competitive moves to lead the market while misleading rivals (Andrews, 1971; Lorente-Vicente, 2001; Makadok and Barney, 2001; Montgomery, 2008).”
Scientific Progress in Strategic Management: The Case of the Resource-Based View (2007, positive): “Makadok and Barney (2001) carefully model firms’ information acquisition strategies in an attempt to understand the micro-dynamics of strategic factor markets.”
A demand‐based perspective on sustainable competitive advantage (2006, background): “Much of this literature draws on information economics to elucidate the workings of strategic factor markets in which firms acquire valuable resources (e.g., Makadok, 2001; Makadok and Barney, 2001).”
The Choice of Organizational Governance Form and Performance: Predictions from Transaction Cost, Resource-based, and Real Options Theories (2003, background): “Similarly, a firm may be able to generate an economic rent in factor markets where it bids against firms who have less accurate expectations about the future value of underlying resources or economic factors (Makadok & Barney, 2001).”
Toward a Behavioral Theory of Strategy (2012, background): “As stated above, this sensibility can be traced back to the Carnegie School, particularly to the intellectual lineage of the school, which takes the constructs of individual habit and collective routine as building blocks for its understanding of firm behavior (Nelson and Winter 1982; see Cohen…”
Guest editors\' introduction to the special issue: why is there a resource-based view? Toward a theory of competitive heterogeneity (2003, positive): “Makadok’s models (Makadok, 2001; Makadok and Barney, 2002) show how resources and capabilities relate and differ in their effects on performance (also, see Makadok, this issue).”
The Effect of Brand Acquisition and Disposal on Stock Returns (2012, background): “For example, Barney (1986) maintains that reasonably”
What Do Resource- and Capability-Based Theories Propose? (2011, background): “Barney (1986) and Makadok and Barney (2001) contend that pure luck is one means through which firms may capture gains from the deployment of resources in factor markets.”