H. Barkema

Strategy and Management · 2002–2020

A researcher in the Science corpus: 8 papers; trusts 55 researchers and is trusted by 77 researchers here, as inferred from the citation graph.

Subfields

• Strategy and Management — 83 citations into it; #525 of 10,874 by trust here, #857 by citations
• Organizational Behavior and Human Resource Management — 60 citations into it; #1,777 of 8,741 by trust here, #4,111 by citations
• Accounting — 57 citations into it; #622 of 8,970 by trust here, #964 by citations
• Social Psychology — 51 citations into it
• Sociology and Political Science — 51 citations into it
• Management of Technology and Innovation — 44 citations into it; #637 of 3,602 by trust here, #1,456 by citations
• Economics and Econometrics — 31 citations into it; #1,954 of 23,481 by trust here, #2,950 by citations
• Management Science and Operations Research — 29 citations into it

Whom H. Barkema trusts overall

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

1. Mason A. Carpenter
2. Andrew Delios
3. K. Meyer
4. Mathew L. A. Hayward
5. Maurizio Zollo
6. Klaus Uhlenbruck
7. Paul W. Beamish
8. Daniel A. Levinthal
9. Garry D. Bruton
10. Scott A. Shane

Who trusts H. Barkema overall

1. Thomas Hutzschenreuter
2. Yuping P Zeng
3. Sherry M. B. Thatcher
4. Michael A. Hitt
5. Elaine L. Zanutto
6. Carmen Barroso‐Castro
7. Norbert Steigenberger
8. Niron Hashai
9. Seung-Hyun Lee
10. Emanuel Gomes

Papers from H. Barkema's perspective

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

1. DYNAMIC CAPABILITIES, WHAT ARE THEY?
2. Exploration and Exploitation in Organizational Learning
3. FROM SENSEMAKING IN ORGANIZATIONS
4. Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry
5. Deliberate Learning and the Evolution of Dynamic Capabilities
6. Survival and Profitability: The Roles of Experience and Intangible Assets in Foreign Subsidiary Performance
7. Do Firms Learn to Create Value? The Case of Alliances
8. Top Management Teams, Global Strategic Posture, and the Moderating Role of Uncertainty
9. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
10. Looking Forward and Looking Backward: Cognitive and Experiential Search

Their papers

• Pace, rhythm and scope: Process dependence in building a profitable multinational corporation (2002) — 797 citations
• Toward Unlocking The Full Potential of Acquisitions: The Role of Organizational Restructuring (2008) — 316 citations
• Learning to internationalise: the pace and success of foreign acquisitions (2007) — 262 citations
• Feelings of pride and respect as drivers of ongoing member activity on crowdsourcing platforms (2015) — 137 citations
• Planned Luck: How Incubators Can Facilitate Serendipity for Nascent Entrepreneurs Through Fostering Network Embeddedness (2020) — 132 citations
• Fostering team creativity: perspective taking as key to unlocking diversity's potential. (2010) — 647 citations
• Internationalising in small, incremental or larger steps? (2007) — 402 citations
• Does top management team diversity promote or hamper foreign expansion (2007) — 395 citations