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作者：Foss, K; Foss, NJ
作者单位：Copenhagen Business School; Copenhagen Business School; Norwegian School of Economics (NHH)
摘要：Property rights economics furthers the resource-based view of strategic management in a number of ways. First, resources are conceptualized as being composed of multiple attributes for which property rights may be held. Second, a resource owner's ability, to create, appropriate, and sustain value from resources depends on the property rights that he or she holds and on the transaction costs of exchanging, defining, and protecting them. While transaction costs are a major source of value dissip...
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作者：Linnehan, F; De Carolis, D
作者单位：Drexel University
摘要：The knowledge and skills inherent in human capital are increasingly recognized as the essence of competitive advantage. Extending the emerging literature on capability building, this paper explores the strategic decision of participating in school-to-work programs from the transaction cost and resource-based view of the firm. Using data from a national sample, we find that both strategic perspectives help to explain decisions to participate in school-to-work activities. Our findings indicate t...
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作者：Cho, HJ; Pucik, V
作者单位：Samsung; International Institute for Management Development (IMD)
摘要：The purpose of this study is to examine the relationship between innovativeness, quality, growth, profitability, and market value at the firm level. Building on concepts from a resource-based view of a firm and organizational learning, innovation and quality literature, we propose the innovativeness-quality-performance model, which describes how a firm's capability to balance innovativeness with quality drives growth and profitability, and in turn drives superior market value. Results of struc...
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作者：Singh, K; Mitchell, W
作者单位：Duke University; National University of Singapore
摘要：This paper demonstrates the existence of bidirectional relationships between interfirm collaboration and business sales. Controlling for factors that influence whether firms form collaborative relationships, the analysis shows that entry and post-entry collaboration often contribute to superior performance, which in turn attracts more partners. However, the performance influences vary across types of collaborators and collaborations, with differences among entrant and incumbent partners, betwe...
