C. Baden-Fuller
Strategy and Management · 2000–2021
A researcher in the Science corpus: 10 papers; trusts 27 researchers and is trusted by 40 researchers here, as inferred from the citation graph.
Subfields
- Strategy and Management — 89 citations into it; #725 of 10,874 by trust here, #426 by citations
- Economics and Econometrics — 23 citations into it
- Management of Technology and Innovation — 20 citations into it
- Management Information Systems — 17 citations into it
- Accounting — 16 citations into it; #6,144 of 8,970 by trust here, #4,140 by citations
- Management Science and Operations Research — 16 citations into it; #11,756 of 11,946 by trust here, #5,548 by citations
- Marketing — 16 citations into it; #2,784 of 6,289 by trust here, #3,643 by citations
- Organizational Behavior and Human Resource Management — 12 citations into it; #1,948 of 8,741 by trust here, #2,109 by citations
Whom C. Baden-Fuller trusts overall
Their strongest outbound trust, strongest first, inferred from their citations.
- Christoph Zott
- Raphael Amit
- Donald MacKenzie
- Peer C. Fiss
- Ramon Casadesus-Masanell
- Frank T. Rothaermel
- Ron Adner
- M. S. Morgan
- N. Park
- Liliana Doganova
Who trusts C. Baden-Fuller overall
- Chander K. Velu
- Dennis M. Steininger
- Paolo Aversa
- V. Beattie
- Goran Roos
- Ulrich Lichtenthaler
- Robert Huggins
- Andreas Al-Laham
- J. Child
- Santi Furnari
Papers from C. Baden-Fuller's perspective
Ordered by how strongly the researchers C. Baden-Fuller trusts endorse each paper. Same corpus, a different order for every researcher.
- Value Creation in Innovation Ecosystems: How the Structure of Technological Interdependence Affects Firm Performance in New Technology Generations
- Looking Forward and Looking Backward: Cognitive and Experiential Search
- From Strategy to Business Models and onto Tactics
- Business Model Design and the Performance of Entrepreneurial Firms (Organ. Sci.)
- What do business models do?: Innovation devices in technology entrepreneurship
- Business Model Design: An Activity System Perspective
- Aging, Obsolescence, and Organizational Innovation
- Exploration and Exploitation in Organizational Learning
- Value creation in E‐business
- Why business models matter. (Harvard Business Review)
Their papers
- Co-Evolution of Firm Capabilities and Industry Competition: Investigating the Music Industry, 1877-1997 (2001) — 187 citations
- Mastering Strategic Renewal: Mobilising Renewal Journeys in Multi-unit Firms (2001) — 312 citations
- Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms (2021) — 383 citations
- Business models: A challenging agenda (2013) — 464 citations
- Business models as models (2010) — 1,293 citations
- Shareholder returns and the exploration–exploitation dilemma: R&D announcements by biotechnology firms (2007) — 93 citations
- To Conform or To Perform? Mimetic Behaviour, Legitimacy-Based Groups and Performance Consequences (2006) — 304 citations
- A Knowledge Accessing Theory of Strategic Alliances (2004) — 1,885 citations
- Outsourcing to outmanoeuvre:: Outsourcing re-defines competitive strategy and structure (2000) — 128 citations
- Making and Measuring Reputations: The Research Ranking of European Business Schools (2000) — 136 citations