Véronique Ambrosini

Strategy and Management · 2000–2013

A researcher in the Science corpus: 8 papers; trusts 29 researchers and is trusted by 58 researchers here, as inferred from the citation graph.

Subfields

• Strategy and Management — 71 citations into it; #681 of 10,874 by trust here, #1,101 by citations
• Organizational Behavior and Human Resource Management — 37 citations into it; #2,838 of 8,741 by trust here, #2,296 by citations
• Economics and Econometrics — 22 citations into it
• Management Science and Operations Research — 22 citations into it
• Accounting — 10 citations into it
• Management of Technology and Innovation — 10 citations into it; #2,600 of 3,602 by trust here, #1,286 by citations
• Social Psychology — 10 citations into it
• Sociology and Political Science — 9 citations into it

Whom Véronique Ambrosini trusts overall

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

1. Jay B. Barney
2. S. G. Winter
3. Richard Makadok
4. Christoph Zott
5. Constance E. Helfat
6. Ron Adner
7. Maurizio Zollo
8. M. Blyler
9. Mary Tripsas
10. Richard L. Priem

Who trusts Véronique Ambrosini overall

1. S. Dixon
2. Taina Eriksson
3. Silvia Martelo Landroguez
4. Andy Lockett
5. Catherine L. Wang
6. David Opresnik
7. Vicenc Fernandez
8. Ralf Wilden
9. Stav Fainshmidt
10. Constantin Blome

Papers from Véronique Ambrosini's perspective

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

1. Toward a synthesis of the resource‐based and dynamic‐capability views of rent creation
2. Capabilities, cognition, and inertia: evidence from digital imaging
3. Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995
4. DYNAMIC CAPABILITIES AND THE EMERGENCE OF INTRAINDUSTRY DIFFERENTIAL FIRM PERFORMANCE: INSIGHTS FROM A SIMULATION STUDY
5. Exploration and Exploitation in Organizational Learning
6. FROM SENSEMAKING IN ORGANIZATIONS
7. Value Creation Versus Value Capture: Towards a Coherent Definition of Value in Strategy
8. Leadership, Capabilities, and Technological Change: The Transformation of NCR in the Electronic Era
9. DYNAMIC CAPABILITIES, WHAT ARE THEY?
10. Commitment in the workplace: toward a general model

Their papers

• The moderating effect of organizational change cynicism on middle manager strategy commitment (2013) — 105 citations
• How value is created, captured and destroyed (2010) — 110 citations
• Dynamic Capabilities: An Exploration of How Firms Renew Their Resource Base (2009) — 909 citations
• What are Dynamic Capabilities and are They a Useful Construct in Strategic Management (2009) — 1,694 citations
• How the Resource‐based and the Dynamic Capability Views of the Firm Inform Corporate‐level Strategy (2003) — 501 citations
• The Resource-Based View of the Firm (2003) — 154 citations
• Tacit Knowledge: Some Suggestions for Operationalization (2001) — 783 citations
• Value Creation Versus Value Capture: Towards a Coherent Definition of Value in Strategy (2000) — 1,429 citations