Jens Gammelgaard

Strategy and Management · 2003–2012

A researcher in the Science corpus: 5 papers; trusts 15 researchers and is trusted by 0 researchers here, as inferred from the citation graph.

Subfields

• Strategy and Management — 70 citations into it
• Accounting — 27 citations into it
• Economics and Econometrics — 25 citations into it
• Organizational Behavior and Human Resource Management — 16 citations into it
• Management of Technology and Innovation — 9 citations into it
• Political Science and International Relations — 5 citations into it

Whom Jens Gammelgaard trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Julian Birkinshaw
2. Anne-Wil Harzing
3. Ulf Holm
4. N. J. Foss
5. Ulf R. Andersson
6. Ram Mudambi
7. Torben Pedersen
8. Kenneth Husted
9. Kirsten Foss
10. Niels Noorderhaven

Who trusts Jens Gammelgaard overall

1. N. J. Foss
2. Kirsten Foss
3. Torben Pedersen
4. Torben Juul Andersen
5. Dana B. Minbaeva
6. Christian Geisler Asmussen
7. Peter G. Klein
8. Snejina Michailova
9. Marjorie A. Lyles
10. Keld Laursen

Papers from Jens Gammelgaard's perspective

Ordered by how strongly the researchers Jens Gammelgaard trusts endorse each paper. Same corpus, a different order for every researcher.

1. Subsidiary‐specific advantages in multinational enterprises
2. Is Knowledge Power? Knowledge Flows, Subsidiary Power and Rent-Seeking within MNCs
3. Knowledge flows within multinational corporations
4. Centralization and autonomy: back to the future
5. CENTERS OF EXCELLENCE IN MULTINATIONAL CORPORATIONS
6. The Emergence and Impact of MNC Centres of Excellence: A Subsidiary Perspective
7. The Strength of Weak Ties
8. In Search of Centre of Excellence: Network Embeddedness and Subsidiary Roles in Multinational Corporations
9. Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues (MIS Q.)
10. DYNAMIC CAPABILITIES, WHAT ARE THEY?

Their papers

• The impact of increases in subsidiary autonomy and network relationships on performance (2012) — 182 citations
• Subsidiary role development: The effect of micro-political headquarters–subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries (2006) — 162 citations
• Knowledge-sharing Behavior and Post-acquisition Integration Failure (2005) — 140 citations
• Subsidiary Upgrading?: Strategic Inertia in the Development of German-owned Subsidiaries in Hungary (2004) — 125 citations
• Internal Versus External Knowledge Sourcing Of Subsidiaries - An Organizational Trade-Off (2003) — 136 citations