Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal
Published Online:7 Apr 2008https://doi.org/10.1287/orsc.1070.0328
References
- Innovation: Mapping the winds of creative destruction. Res. Policy (1985) 14:3–22Crossref, Google Scholar
- Managerial fads and fashions: The diffusion and rejection of innovations. Acad. Management Rev. (1991) 16(3):586–612Crossref, Google Scholar
- Strategic assets and organizational rent. Strategic Management J. (1993) 14:33–46Crossref, Google Scholar
- Integration of the sales force: An empirical examination. RAND J. Econom. (1984) 15(3):385–395Crossref, Google Scholar
- Structural equation modeling in practice: A review and recommended two-step approach. Psych. Bull. (1988) 103(3):411–423Crossref, Google Scholar
- Amos 4.0. Users Guide (2002) (SPSS Inc., Chicago) Google Scholar
- Estimating non-response bias in mail surveys. J. Marketing Res. (1977) 14:396–402Crossref, Google Scholar
- Complementary and external linkages: The strategies of the large firms in biotechnology. J. Indust. Econom. (1990) 3(4):361–379Crossref, Google Scholar
- International expansion through start-up or acquisition: A learning perspective. Acad. Management J. (1998) 41:7–26Crossref, Google Scholar
- How a firm's capabilities affect boundary decisions. Sloan Management Rev. (1999) 40(3):137–145Google Scholar
- , Bartlett C. A., Doz Y., Hedlund G. Managing innovation in the transnational corporation. Managing the Global Firm. (1989) (Routledge, London, New York) 215–255Google Scholar
- Responses styles in marketing research: A cross-national investigation. J. Marketing Res. (2001) 38:143–156Crossref, Google Scholar
- Corporate venture capital as a window on new technologies: Implications for the performance of corporate investors when acquiring startups. Organ. Sci. (2009) 20(2):329–351Link, Google Scholar
- Structural Equations with Latent Variables (1989) (John Wiley, New York) Crossref, Google Scholar
- The attractiveness of political markets: Implications for firm strategy. Acad. Management Rev. (2005) 30(2):397–413Crossref, Google Scholar
- The long-term performance of horizontal acquisitions. Strategic Management J. (1999) 20:987–1018Crossref, Google Scholar
- When do acquirers earn abnormal returns? Strategic Management J. (2002) 23(9):781–794Crossref, Google Scholar
- Resource redeployment following horizontal acquisitions in Europe and North America, 1988–1992. Strategic Management J. (1998) 19(7):631–661Crossref, Google Scholar
- Reliability and Validity Assessment (1979) (Sage, Beverly Hills, CA) Sage University Paper Series in Quantitative Applications in the Social SciencesCrossref, Google Scholar
- Do early birds get the returns? An empirical investigation of early-mover advantages in acquisitions. Strategic Management J. (2004) 25:563–585Crossref, Google Scholar
- Excess capabilities, utilization costs, and mode of entry. Acad. Management J. (1990) 33:780–800Crossref, Google Scholar
- Flexibility and change: Growing through shifting technology standards in the U.S. cellular technology. Acad. Management Conf. (2006) August 11–16AtlantaGoogle Scholar
- Trading in strategic capabilities: Necessary conditions, transaction cost problems, and choice of exchange structure. Strategic Management J. (1994) 15:271–290Crossref, Google Scholar
- Attention as the mediator between top management team characteristics and strategic change: The case of airline deregulation. Organ. Sci. (2006) 17(4):453–469Link, Google Scholar
- Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. (1990) 35:128–152Crossref, Google Scholar
- Resource development through the co-evolution of capabilities and scope. (1999) . Unpublished doctoral dissertation, MIT, BostonGoogle Scholar
- A Behavioral Theory of the Firm (1963) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
- Hypercompetition: Managing the Dynamics of Strategic Maneuvering (1994) (Free Press, New York) Google Scholar
- Exposing strategic assets to create new competencies: The case of technological acquisition in the waste management industry in Europe and North America. Indust. Corporate Change (1999) 8(4):635–671Crossref, Google Scholar
- Deregulation, governance structures, and efficiency: The U.S. electric utility sector. Strategic Management J. (2005) 26(5):441–460Crossref, Google Scholar
- Asset stock accumulation and sustainability of competitive advantage. Management Sci. (1989) 35:1504–1514Link, Google Scholar
- Mail and Telephone Surveys: The Total Design Method (1978) (Wiley, New York) Google Scholar
- The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. Amer. Sociol. Rev. (1983) 48:147–160Crossref, Google Scholar
- Technological paradigms and technological trajectories. Res. Policy (1982) 11:147–162Crossref, Google Scholar
- , Dosi G., Nelson R. R., Winter S. G. Introduction: The nature and dynamics of organizational capabilities. The Nature and Dynamics of Organizational Capabilities (2000) (Oxford University Press, New York) Google Scholar
- Learning from competing partners: Outcomes and durations of scale and link alliances in Europe, North America and Asia. Strategic Management J. (2000) 21:99–126Crossref, Google Scholar
- Dynamic capabilities: What are they? Strategic Management J. (2000) 21:1105–1121Crossref, Google Scholar
- Organizational growth: Linking founding team, strategy, environment, and growth among U.S. semiconductor ventures, 1978–1988. Admin. Sci. Quart. (1990) 35:504–529Crossref, Google Scholar
- Hindsight/foresight: The effect of outcome knowledge on judgment under uncertainty. J. Experiment. Psych.: Human Perception Performance (1975) 1(3):288–299Crossref, Google Scholar
- Evaluating structural equation models with unobservable variables and measurement error. J. Marketing Res. (1981) 18:39–50Crossref, Google Scholar
- Resource recombinations in the firm: Knowledge structures and the potential for Schumpetarian recombination. Strategic Management J. (1998) 19:1193–1201Crossref, Google Scholar
- Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Acad. Management Rev. (1991) 16:10–36Crossref, Google Scholar
- The antecedents, consequences and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47(2):209–226Crossref, Google Scholar
- Minding the competition: From mapping to mastery. Strategic Management J. (1994) 15:153–174Crossref, Google Scholar
- The past is past—Or is it? The use of retrospective accounts as indicators of past strategy. Acad. Management J. (1992) 35:848–860Crossref, Google Scholar
- Towards a knowledge-based theory of the firm. Strategic Management J. (1996) 17:109–122Crossref, Google Scholar
- Innovations as catalysts for organizational change. Admin. Sci. Quart. (2000) 45(1):54–80Crossref, Google Scholar
- The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Admin. Sci. Quart. (1998) 43:781–814Crossref, Google Scholar
- The influence of top management team heterogeneity on firms' competitive moves. Admin. Sci. Quart. (1996) 41:659–684Crossref, Google Scholar
- Structural inertia and organizational change. Amer. Sociol. Rev. (1984) 49:149–164Crossref, Google Scholar
- Evolutionary trajectories in petroleum firm R&D. Management Sci. (1994) 40:1720–1747Link, Google Scholar
- The birth of capabilities: Market entry and the importance of pre-history. Indust. Corporate Change (2002) 11(4):725–760Crossref, Google Scholar
- The dynamic-resource-based view: Capability lifecycles. Strategic Management J. (2003) 24(10):997–1010Crossref, Google Scholar
- Dynamic Capabilities: Understanding Strategic Change in Organizations (2006) (Blackwell, New York) Google Scholar
- Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35:9–30Crossref, Google Scholar
- Greenfield vs. acquisition: The strategy of Japanese investors in the United States. Management Sci. (1993) 39:1054–1070Link, Google Scholar
- Designing the boundaries of the firm: From “Make, Buy, or Ally” to the dynamic benefits of vertical architecture. Organ. Sci. (2006) 17(2):249–261Link, Google Scholar
- The co-evolution of capabilities and transaction costs: Explaining the institutional structure of production. Strategic Management J. (2005) 26:395–413Crossref, Google Scholar
- A qualitative analysis of conflict types and dimensions in organizational change. Admin. Sci. Quart. (1997) 42:530–555Crossref, Google Scholar
- Alliance capability, stock market response, and long term alliance success: The role of the alliance function. Strategic Management J. (2002) 23:747–767Crossref, Google Scholar
- Reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995. Strategic Management J. (2000) 21:1061–1081Crossref, Google Scholar
- Something old, something new: A longitudinal study of search behavior and new product introduction. Acad. Management J. (2002) 45(6):1183–1194Crossref, Google Scholar
- Joint ventures and the option to expand and acquire. Management Sci. (1991) 37:19–33Link, Google Scholar
- Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3:383–397Link, Google Scholar
- What firms do? Coordination, identity and learning. Organ. Sci. (1996) 7:502–518Link, Google Scholar
- How organizational resources affect strategic change and performance in turbulent environments: Theory and evidence. Organ. Sci. (2001) 12(5):632–660Link, Google Scholar
- The influence of mergers on firms' product-mix strategies. Strategic Management J. (2004) 25:587–611Crossref, Google Scholar
- Capability reconfiguration: An analysis of incumbent responses to technological change. Acad. Management Rev. (2006) 31(1):153–174Crossref, Google Scholar
- Wellsprings of Knowledge (1995) (Harvard Business School Press, Boston) Google Scholar
- Organizational adaptation and environmental selection—Interrelated processes of change. Organ. Sci. (1991) 2(1):140–146Crossref, Google Scholar
- Knowledge, strategy, and the theory of the firm. Strategic Management J. (1996) 17:93–107Crossref, Google Scholar
- Learning to contract: Evidence from the personal computer industry. Organ. Sci. (2004) 15(4):394–411Link, Google Scholar
- Studying Groups (1984) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
- Strategists on the board. Organ. Stud. (1999) 20:47–74Crossref, Google Scholar
- Valuing internal vs. external knowledge: Explaining the preference for outsiders. Management Sci. (2003) 49(4):497–514Link, Google Scholar
- The architecture of simplicity. Acad. Management Rev. (1993) 14:116–138Crossref, Google Scholar
- The dynamics of evolving markets: The effects of business sales and age on dissolutions and divestitures. Admin. Sci. Quart. (1994) 39(4):575–602Crossref, Google Scholar
- Supplier switching costs and vertical integration in the automobile industry. Bell J. Econom. (1982) 13:206–213Crossref, Google Scholar
- Internalization, An event study test. J. Internat. Econom. (1992) 33:41–56Crossref, Google Scholar
- An Evolutionary Theory of Economic Change (1982) (Belknap Press, Cambridge, UK) Google Scholar
- Towards an attention-based view of the firm. Strategic Management J. (1997) 18:187–206Crossref, Google Scholar
- Sustainable competitive advantage: Combining institutional and resource-based views. Strategic Management J. (1997) 18:697–713Crossref, Google Scholar
- The Theory of the Growth of the Firm (1959) (John Wiley, New York) Google Scholar
- Unraveling the resource-based tangle. Managerial Decision Econom. (2003) 24(4):309–323Crossref, Google Scholar
- The R&D boundaries of the firm: An empirical analysis. Admin. Sci. Quart. (1990) 35:153–176Crossref, Google Scholar
- Self-reports in organizational research: Problems and prospects. J. Management (1986) 12(4):531–544Crossref, Google Scholar
- Common method bias in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psych. (2003) 88(5):879–903Crossref, Google Scholar
- , Smelser N. J., Sweberg R. Networks and economic life. The Handbook of Economic Sociology (1994) (Princeton University Press, Princeton, NJ) 368–402Google Scholar
- Is the resource-based “view” a useful perspective for strategic management research? Acad. Management Rev. (2001) 26(1):22–40Crossref, Google Scholar
- Integrating acquired capabilities: When structural integration is (un)necessary. Organ. Sci. (2009) 20(2):313–328Link, Google Scholar
- Overcoming resource constraints on product innovation by recruiting talent from rivals: A study of the mutual fund industry, 1986–94. Acad. Management J. (2002) 45:491–507Crossref, Google Scholar
- Causal ambiguity, barriers to imitation and sustainable competitive advantage. Acad. Management Rev. (1990) 15(1):88–102Crossref, Google Scholar
- Organizational transformation as punctuated equilibrium: An empirical test. Acad. Management J. (1994) 37:1141–1166Crossref, Google Scholar
- Overcoming local search through alliances and mobility. Management Sci. (2003) 49(6):751–766Link, Google Scholar
- Beyond local search: Boundary-spanning, exploration, and impact in the optical disc industry. Strategic Management J. (2001) 22:287–306Crossref, Google Scholar
- Organizational boundaries and theories of organization. Organ. Sci. (2005) 16(5):491–508Link, Google Scholar
- Problems and paradoxes in a model of punctuated organizational change. Admin. Sci. Quart. (1997) 42:237–275Crossref, Google Scholar
- The adolescence of institutional theory. Admin. Sci. Quart. (1987) 32:493–511Crossref, Google Scholar
- Who buys what? How integration capability affects acquisition incidence and target choice. Strategic Organ. (2003) 1:171–202Crossref, Google Scholar
- Change in the presence of fit: The rise, the fall and the renaissance of Liz Clairbone. Acad. Management J. (2001) 44(4):838–858Crossref, Google Scholar
- Growth dynamics: The bi-directional relationship between interfirm collaboration and business sales in entrant and incumbent alliances. Strategic Management J. (2005) 26:497–522Crossref, Google Scholar
- Local search and the evolution of technological capabilities. Strategic Management J. (1996) 17:21–38Crossref, Google Scholar
- Effects of time and memory on response. J. Amer. Statist. Assoc. (1973) 68(344):805–815Crossref, Google Scholar
- Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management J. (1996) 17:27–43Crossref, Google Scholar
- Profiting from technological innovation: Implications for integration, collaboration, licensing, and public policy. Res. Policy (1986) 15:285–305Crossref, Google Scholar
- Dynamic capabilities and strategic management. Strategic Management J. (1997) 18:509–533Crossref, Google Scholar
- Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. (2000) 18:509–533Google Scholar
- Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31:439–465Crossref, Google Scholar
- The ambidextrous organization: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38(4):8–30Crossref, Google Scholar
- The sources and consequences of embeddedness for the economic performance of organizations: The network effect. Amer. Sociol. Rev. (1996) 61(4):674–698Crossref, Google Scholar
- Learning through acquisitions. Acad. Management J. (2001) 44(3):457–476Crossref, Google Scholar
- How does institutional change affect heterogeneity among firms? Strategic Management J. (2002) 23(2):89–105Crossref, Google Scholar
- Competition, capabilities, and the make, buy, or ally decisions of Chinese state-owned firms. Acad. Management J. (2000) 43(3):324–341Crossref, Google Scholar
- Focusing firm evolution: The impact of information infrastructure on market entry by U.S telecommunications companies, 1994–1998. Management Sci. (2004) 50(11):1561–1575Link, Google Scholar
- Markets and Hierarchies (1975) (Free Press, New York) Google Scholar
- , Singh J. V. Survival, selection and inheritance in evolutionary theories of evolution. Organizational Evolution: New Directions (1990) (Sage, Newbury Park, CA) 269–296Google Scholar
- Diversification entry: Internal development versus acquisition. Strategic Management J. (1982) 3:331–345Crossref, Google Scholar
- Deliberate learning in corporate acquisitions: Post-acquisition strategies and integration capability in U.S. bank mergers. Strategic Management J. (2004) 25:1233–1256Crossref, Google Scholar
- Deliberate learning and the evolution of dynamic capabilities. Organ. Sci. (2002) 13(3):339–351Link, Google Scholar

