C. Armstrong

Strategy and Management · with Shimizu · 2007

A researcher in the Science corpus: 1 paper; trusts 11 researchers and is trusted by 10 researchers here, as inferred from the citation graph.

Subfields

Whom C. Armstrong trusts overall

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

  1. Richard L. Priem
  2. N. Hatch
  3. Jay B. Barney
  4. Constance E. Helfat
  5. Michael A. Hitt
  6. Robert R. Wiggins
  7. Russell W. Coff
  8. Jeffrey H. Dyer
  9. Scott L. Newbert
  10. M. Pettus

Who trusts C. Armstrong overall

  1. Clint Chadwick
  2. J. Molloy
  3. Tobias Schoenherr
  4. Robert E. Ployhart
  5. Stephan M. Liozu
  6. Olli‐Pekka Kauppila
  7. Baofeng Huo
  8. Paul Louis Drnevich
  9. Robert S. Nason
  10. Philip Bromiley

Papers from C. Armstrong's perspective

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

  1. DYNAMIC CAPABILITIES, WHAT ARE THEY?
  2. Tautology in the resource-based view and the implications of externally determined resource value: f
  3. CAPABILITIES, BUSINESS PROCESSES, AND COMPETITIVE ADVANTAGE: CHOOSING THE DEPENDENT VARIABLE IN EMPIRICAL TESTS OF THE RESOURCE-BASED VIEW
  4. Is the Resource-Based “View” a Useful Perspective for Strategic Management Research? Yes
  5. The dynamic resource-based view: capability lifecycles
  6. Do Firms Learn to Create Value? The Case of Alliances
  7. Guest editors\' introduction to the special issue: why is there a resource-based view? Toward a theory of competitive heterogeneity
  8. A Consumer Perspective on Value Creation
  9. Human capital and learning as a source of sustainable competitive advantage
  10. Human Capital, Shared Expertise, and the Likelihood of Impasse in Corporate Acquisitions

Their papers