| Working Paper |
File Downloads |
Abstract Views |
| Last month |
3 months |
12 months |
Total |
Last month |
3 months |
12 months |
Total |
| An Empirical Investigation of Interorganizational Opportunism and Contracting Mechanisms |
0 |
0 |
0 |
34 |
0 |
1 |
2 |
103 |
| An empirical investigation of interorganizational opportunism and contracting mechanisms |
0 |
0 |
0 |
0 |
0 |
0 |
1 |
21 |
| An empirical study of hybrid forms of governance structure: the case of the telecommunication equipment industry |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
19 |
| Asset Specificity and Organizational Arrangements: the Case of the New Telecommunications Services Market |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
12 |
| Asset specificity and organizational arrangements in the new telecommunications services market |
0 |
0 |
0 |
0 |
1 |
3 |
5 |
17 |
| Boundaries of the Firm: Looking for the Missing Divisional Dimension |
0 |
0 |
0 |
0 |
1 |
1 |
1 |
10 |
| Bringing Together Strategic Outsourcing and Corporate Strategy: Outsourcing Motives and Risks |
0 |
0 |
0 |
2 |
0 |
3 |
6 |
76 |
| Comment envisager l'évolution économique sans concevoir une firme évolutionniste ? Contributions de la théorie des ressources à une théorie évolutionniste de la firme |
0 |
0 |
0 |
0 |
0 |
0 |
2 |
18 |
| Competence of the Firm and Strategic Alliances: Creation of New Capabilities and Appropriability |
0 |
0 |
0 |
0 |
1 |
2 |
10 |
41 |
| Competence, Specificity and Outsourcing: Impact on the complexity of the contract |
0 |
0 |
0 |
0 |
1 |
6 |
7 |
35 |
| Competence, specificity and outsourcing: impact on the complexity of the contract |
0 |
0 |
1 |
367 |
0 |
3 |
6 |
1,090 |
| Complexity of Outsourcing Contracts and Ex Post Transaction Costs: An Empirical Investigation |
0 |
0 |
0 |
0 |
1 |
1 |
4 |
45 |
| Coopération inter-entreprises et création de ressources |
0 |
0 |
0 |
0 |
0 |
1 |
3 |
21 |
| Core competencies, R&D management and partnerships |
0 |
0 |
0 |
0 |
0 |
3 |
3 |
26 |
| Corporate Governance and Social Impact of Non‐Profits: Evidence from a Randomized Program in Healthcare in the Democratic Republic of Congo |
0 |
0 |
0 |
0 |
1 |
2 |
6 |
53 |
| Creating New Resources through European R&D Partnerships |
0 |
0 |
0 |
0 |
1 |
3 |
3 |
14 |
| Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective |
0 |
0 |
0 |
3 |
2 |
5 |
10 |
123 |
| Creating competencies through collaboration:: The case of EUREKA R&D consortia |
0 |
0 |
0 |
0 |
1 |
3 |
3 |
18 |
| Decentralization and contracting out: A new pattern for internal and external boundaries of the firm |
0 |
0 |
0 |
0 |
1 |
3 |
5 |
40 |
| Do Stakeholder Orientation and Environmental Proactivity Impact Firm Profitability? |
0 |
0 |
0 |
0 |
1 |
3 |
3 |
22 |
| Do Stakeholder Orientation and Environmental Proactivity Impact Firm Profitability? |
0 |
0 |
0 |
17 |
1 |
3 |
7 |
51 |
| Entry Mode into a New Market: Entry Timing and Disruptiveness as Predictors |
0 |
0 |
0 |
0 |
1 |
3 |
6 |
19 |
| Entry timing and disruptiveness as predictors of the entry mode into a new market |
0 |
0 |
0 |
0 |
1 |
1 |
1 |
12 |
| European Management Journal |
0 |
0 |
0 |
34 |
2 |
3 |
5 |
137 |
| Experimenting business models with network effects: a real options perspective |
0 |
0 |
0 |
1 |
1 |
1 |
1 |
17 |
| Externalisation stratégique et partenariat: de la firme patrimoniale à la firme contractuelle ? |
0 |
0 |
0 |
0 |
0 |
1 |
4 |
28 |
| From Rent-Seeking Activities to Economic Activities |
0 |
0 |
0 |
0 |
1 |
3 |
4 |
11 |
| From Rent-Seeking Activities to Economic Activities: The Strategic Transformation of the Deregulated Firm |
0 |
0 |
0 |
126 |
2 |
6 |
8 |
636 |
| From Rent-Seeking Activities to Economic Activities: The Strategic Transformation of the Deregulated Firm |
0 |
0 |
0 |
0 |
2 |
3 |
4 |
24 |
| Governance choices, capabilities, and entry into a new market |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
4 |
| How can real options help define optimal timing in business model dynamics ? An application to the mobile telecommunications industry |
0 |
0 |
0 |
0 |
0 |
1 |
3 |
12 |
| How can real options help define optimal timing in business model dynamics ? An application to the mobile telecommunications industry |
0 |
0 |
0 |
0 |
0 |
0 |
2 |
15 |
| Innovation et réglementation: perspectives théoriques et appliquées aux télécommunications |
0 |
0 |
0 |
0 |
1 |
3 |
4 |
11 |
| Innovation, New Market and Governance Choices of Entry: The Internet Brokerage Market |
0 |
0 |
0 |
0 |
3 |
5 |
5 |
19 |
| Innovation, New Market and Governance Choices of Entry: The Internet Brokerage Market Case |
0 |
0 |
0 |
0 |
0 |
5 |
7 |
27 |
| Innovation, new market and governance choices of entry: the internet brokerage market case |
0 |
0 |
0 |
237 |
3 |
7 |
7 |
876 |
| Inter-Organizational Communities of Practice: Specificities and Stakes |
0 |
0 |
0 |
0 |
1 |
4 |
9 |
33 |
| Inter-organizational communities of practice: specificities and stakes |
0 |
0 |
0 |
94 |
1 |
4 |
7 |
333 |
| International Expansion, Diversification and Regulated Firm Nonmarket Strategy |
0 |
0 |
0 |
7 |
0 |
2 |
6 |
49 |
| International Expansion, Diversification and Regulated Firm Nonmarket Strategy |
0 |
0 |
0 |
0 |
1 |
3 |
4 |
40 |
| International Expansion, Diversification and Regulated Firms |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
6 |
| International expansion, diversification and regulated firms' nonmarket strategy |
0 |
0 |
0 |
73 |
2 |
3 |
4 |
567 |
| L'industrie des jeux vidéo: fin du leadership de Sony et émergence d'un nouveau leader: Nintendo ? |
0 |
0 |
0 |
0 |
2 |
4 |
5 |
64 |
| L'outsourcing: une approche par la théorie des coûts de transaction |
0 |
0 |
0 |
0 |
0 |
2 |
2 |
15 |
| L'économie des coûts de transaction, un bilan des études empiriques |
0 |
0 |
0 |
0 |
1 |
2 |
2 |
34 |
| L'économie des coûts de transaction, un bilan des études empiriques |
0 |
0 |
0 |
0 |
2 |
3 |
4 |
16 |
| Les analyses de la filière: bilan et perspectives |
0 |
0 |
0 |
0 |
0 |
2 |
4 |
15 |
| Les contributions de la théorie des ressources à une théorie évolutionniste de la firme |
0 |
0 |
0 |
0 |
0 |
2 |
3 |
53 |
| Les réseaux de communication: de la croissance à la concurrence des réseaux |
0 |
0 |
0 |
0 |
0 |
0 |
4 |
11 |
| Les stratégies d'alliance des firmes d'équipements de télécommunications |
0 |
0 |
0 |
0 |
0 |
0 |
1 |
15 |
| Les stratégies d'alliances des firmes d'équipements de télécommunication |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
7 |
| Les variables stratégiques de la compétition technologique |
0 |
0 |
0 |
0 |
0 |
1 |
2 |
11 |
| Les variables stratégiques de la compétition technologique: une représentation en trois plans |
0 |
0 |
0 |
0 |
0 |
1 |
1 |
12 |
| Linking Competencies, Sustainable Competitive Advantage, and Performance: An Empirical Investigation |
0 |
0 |
0 |
0 |
0 |
2 |
2 |
12 |
| Management des compétences technologiques |
0 |
0 |
0 |
0 |
1 |
2 |
3 |
12 |
| Mode of entry into a new market: does the timing of entry and/or effect of innovation on competences matter? |
0 |
0 |
0 |
0 |
1 |
2 |
2 |
19 |
| Mode of entry into a new market: does the timing of entry and/or effect of innovation on competencies matter? |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
7 |
| Modélisation et simulation des performances des entreprises |
0 |
0 |
0 |
0 |
0 |
2 |
2 |
17 |
| National Regulation, Multinational firms and entry strategies: The European Telecommunications Mobile Industry |
0 |
0 |
0 |
0 |
0 |
1 |
2 |
16 |
| Nouvelles compétences et modes d'accès |
0 |
0 |
0 |
0 |
0 |
1 |
1 |
12 |
| Organisation industrielle et nouveaux services de télécommunications: la structuration d'un marché |
0 |
0 |
0 |
0 |
1 |
3 |
3 |
13 |
| Organizational and Individual Levels: Disentangling Their Impact on Performance and Competitive Outcomes |
0 |
0 |
0 |
0 |
1 |
2 |
3 |
22 |
| Organizational and Individual Levels: Disentangling Their Impact on Performance and Competitive Outcomes |
0 |
0 |
0 |
0 |
0 |
1 |
2 |
16 |
| Outsourcing Failure and Reintegration: The Influence of Contractual and External Factors |
0 |
0 |
1 |
41 |
3 |
4 |
8 |
111 |
| Personal Networks, Absoptive Capacity and Knowledge Transfer in Inter-Organizational Networks |
0 |
0 |
0 |
0 |
0 |
2 |
3 |
15 |
| Pour une nouvelle représentation de la compétitivité technologique |
0 |
0 |
0 |
0 |
1 |
1 |
1 |
19 |
| Predicting market exit on the basis of market entry strategy |
0 |
0 |
0 |
0 |
0 |
0 |
2 |
13 |
| Privatization Process and Corporate Entrepreneurship in Former Monopolies: A Model for Developed Countries |
0 |
0 |
0 |
0 |
0 |
2 |
3 |
13 |
| Privatization Process and Corporate Entrepreneurship in Former Monopolies: A Model for Developed Countries |
0 |
0 |
0 |
0 |
0 |
1 |
1 |
712 |
| Public-Private Ties: Organizational strategy and Value Implications for the Private Actor |
0 |
0 |
0 |
0 |
0 |
0 |
1 |
20 |
| R & D Consortia and the Creation of New Competences |
0 |
0 |
0 |
0 |
0 |
0 |
1 |
13 |
| R & D Consortia and the Creation of New Competences |
0 |
0 |
0 |
0 |
0 |
1 |
1 |
9 |
| Real options and strategic investment decisions: can they be of use to scholars ? |
0 |
0 |
0 |
0 |
1 |
1 |
3 |
42 |
| Regulation and transaction costs in telecommunications: A research agenda |
0 |
0 |
0 |
0 |
1 |
1 |
1 |
14 |
| Regulatory governance, multinational firms and entry strategies: the European telecommunications mobile industry |
0 |
0 |
0 |
0 |
0 |
2 |
2 |
9 |
| Resource creation and partnership in R&D consortia |
0 |
0 |
0 |
0 |
3 |
4 |
4 |
20 |
| Standardization of Network Technologies: Market Processes or the Result of Inter-Firm Co-operation ? |
0 |
0 |
0 |
0 |
0 |
1 |
3 |
8 |
| Stratégie, structure, décision, identité: politique générale d'entreprise |
0 |
0 |
0 |
0 |
1 |
2 |
3 |
29 |
| Stratégies concurrentielles et différenciation |
0 |
0 |
0 |
0 |
0 |
1 |
1 |
16 |
| Stratégies concurrentielles et différenciation |
0 |
0 |
0 |
0 |
1 |
4 |
4 |
18 |
| Stratégies de coopération et formation d'un marché: les nouveaux services de télécommunication |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
16 |
| The Changing Landscape of the European Financial Services Sector |
0 |
0 |
0 |
0 |
3 |
4 |
5 |
17 |
| The Governance of Non-Profits and their Social Impact: Evidence from a Randomized Program in Healthcare in the Democratic Republic of Congo |
0 |
0 |
0 |
8 |
3 |
4 |
7 |
25 |
| The analysis of discrete configurations of governance structures: the example of telecommunications |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
4 |
| The political economy of international regulatory convergence in public utilities |
0 |
0 |
0 |
0 |
0 |
2 |
3 |
16 |
| The political economy of international regulatory convergence in public utilities |
0 |
0 |
1 |
25 |
1 |
4 |
8 |
127 |
| Trajectoires technologiques et diffusion de l'innovation: l'exemple des équipements de télécommunication |
0 |
0 |
0 |
0 |
0 |
1 |
1 |
8 |
| Transaction costs and regulation in high technology industries |
0 |
0 |
0 |
0 |
0 |
2 |
3 |
16 |
| Users' knowledge as a specific asset: the case of the value added services |
0 |
0 |
0 |
0 |
1 |
2 |
2 |
27 |
| Users' knowledge as a specific asset: the case of the valued added services |
0 |
0 |
0 |
0 |
2 |
2 |
3 |
29 |
| Étude de cas. Le leadership de Sony dans le secteur des jeux vidéo |
0 |
0 |
0 |
0 |
0 |
1 |
4 |
146 |
| Total Working Papers |
0 |
0 |
3 |
1,069 |
65 |
186 |
304 |
6,642 |
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