Organizational Capabilities and the Economic History of the Industrial Enterprise
Open accessAbstract
In my book Scale and Scope (1990), I focused on the history of the modern industrial firm from the 1880s, when such firms first appeared, through World War II. I did so by comparing the fortunes of more than 600 enterprises—the 200 largest industrial firms at three points in time (World War I, 1929, and World War II) in each of the three major industrial economies (those of the United States, Britain, and Germany). In this paper, I first describe the similarities in the historical beginnings and continuing evolution of these enterprises and then outline my explanation for these similarities. Next, I relate my explanation of these “empirical regularities” to four major economic theories relating to the firm: the neoclassical, the principal-agent, the transaction cost, and the evolutionary. Finally, I suggest the value of the transactions cost and evolutionary theories to historians and economists who are attempting to explain the beginnings and growth of modern industrial enterprises.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
0 of 49 cited sources checked · 0 supported · 0 flagged
- Findingreasoning
Only a few challengers appeared to compete with first movers in the new capital-intensive industries.
“Such challengers did appear, but only a few of them.”
Quote in the paperNot a substantial claim - Findingnone given
The creation, maintenance and expansion of organizational capabilities permitted American and German firms in the two decades before World War I to drive British competitors from international markets and Britain's home market in most capital-intensive industries of the Second Industrial Revolution.
“The creation, maintenance and expansion of such capabilities permitted American and German firms in the two decades before World War I to drive British competitors from international markets, and even Britain's home market, in most of the capital-intensive industries of the Second Industrial Revolution.”
Quote in the paperNot a substantial claim - Findingreasoning
These industrial firms first appeared as modern transportation and communication networks were completed.
“These industrial firms first appeared as modern transportation and communication networks were completed-networks that themselves were built, operated, enlarged and coordinated by large hierarchical firms.”
Quote in the paperNot a substantial claim - Findingnone given
Firms grew by moving backward to control materials and forward to control outlets largely in response to short-lived business needs or opportunities.
“Firms grew by moving backward to control materials and forward to control outlets (vertical integration); but, as will be described shortly, they did so largely in response to the specifics of the short-lived business needs or opportunities.”
Quote in the paperNot a substantial claim - Findingnone given
In the new capital-intensive oligopolistic industries, firms competed more forcefully through functional and strategic efficiency than through product pricing.
“Although product pricing remained a significant competitive weapon, these firms competed even more forcefully through functional and strategic efficiency”
Quote in the paperSubstantial claim
- Findingcitation
In geographical expansion utilizing capabilities honed in exploiting economies of scale, the firm usually concentrated on a single line of products.
“In geographical expansion that utilized the capabilities honed in exploiting the economies of scale, the firm usually concentrated on a single line of products.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In machinery the British did not even try.
“In machinery the British did not even try.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
AEG sold more products in Britain than did the largest British firm.
“AEG sold more products in Britain than did the largest British firm.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingreasoning
Many new companies met their distribution needs by building national marketing and distribution networks staffed by their managers and workers.
“This is why so many of the new companies met their needs by building almost immediately a national marketing and distribution network staffed by their managers and workers.”
Quote in the paperSubstantial claim - Findingcitation
In the years following World War I, the first movers and a small number of challengers continued to grow by entering markets abroad and those of related industries.
“In the years following World War I, the first movers and a small number of challengers continued to grow by entering markets abroad and those of related industries.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
The story was much the same for pharmaceuticals, films, agricultural chemicals, and electro-chemicals.
“The story was much the same for pharmaceuticals, films, agricultural chemicals, and electro-chemicals.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
From the 1890s on, continuing R&D that improved existing products and developed new ones in the electrical equipment industry was carried out in Schenectady, Pittsburgh, and Berlin, but not in Britain.
“From the 1890s on, continuing research and development that improved existing products and developed new ones in this critical science-based industry was carried out in Schenectady, Pittsburgh, and Berlin, but not in Britain.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In the 1880s and 1890s, pioneering German chemical firms became the industry's first movers.
“In the 1880s and the 1890s, these pioneering German firms became the industry's first movers.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In 1913, the two largest commercial enterprises in imperial Russia were Singer and International Harvester.
“Indeed, in 1913, the two largest commercial enterprises in imperial Russia were Singer and International Harvester.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In the first years of the electrical equipment industry, British pioneers were as active as those in Germany and the United States.
“In the first years of this industry, British pioneers were as active as those in Germany and the United States.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
Harvester distributed through a network of branch offices in 11 cities that encompassed 80 percent of the implement dealers in Russia.
“At the same time, Harvester distributed through a network of branch offices in 11 cities that encompassed 80 percent of the implement dealers in Russia.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
German chemical firms made 300 to 400 dyes, whereas British works produced only 30 or 40.
“Where the British works produced only 30 or 40 dyes, the Germans were making 300 to 400.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In entering related product markets reflecting knowledge acquired in utilizing economies of scope, the firm often entered more than a single line.
“In entering related product markets which reflected knowledge acquired in utilizing the economies of scope, the firm often entered more than a single line.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
Within a decade after Edison's first central power station in 1882, two U.S. first movers (GE and Westinghouse) and two German (Siemens and AEG) had made investments in production, distribution and management to exploit economies of scale and scope.
“But within a decade after the establishment of Thomas Edison's first central power station in 1882 in New York City, two first movers in the United States (General Electric and Westinghouse) and two in Germany (Siemens and Allgemeine Elektricitäls Gellsellschaft, AEG) had made the investments in production, distribution and management to exploit economies of scale and scope.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingreasoning
When minimum efficient scale of production was very high, as in steel, copper and aluminum, building plants abroad was rare.
“When the minimum efficient scale of production was very high, as it was in steel, copper and aluminum, building abroad was rare.”
Quote in the paperSubstantial claim - Findingcitation
What was true of chemicals and electrical equipment was also true in steel, copper and other metals and in heavy and light machinery.
“What was true of chemicals and electrical equipment was also true in steel, copper and other metals and in heavy and light machinery.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingnone given
British entrepreneurs failed to make the essential investments in production, distribution and management in the dye industry.
“But they failed to make the essential investments in production, distribution and management.”
Quote in the paperNot a substantial claim - Findingcitation
By World War I, American firms had achieved comparable global competitive power in elevators, pumps, boilers and other steam equipment, printing equipment, and heating equipment.
“By World War I, American firms had achieved comparable global competitive power in the production of elevators (Otis Elevator), pumps (Worthington Pump), boilers and other steam equipment (Babcock & Wilcox), printing equipment (Merganthaler Linotype), and heating equipment (American Radiator).”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
By the turn of the century, Bayer and other German chemical leaders had created the largest and most carefully defined industrial managerial hierarchies the world had yet seen.
“By the turn of the century Bayer and the other German chemical leaders had created the largest and most carefully defined industrial managerial hierarchies the world had yet seen.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
By the time Bayer completed its works at Leverkusen, its sales force of trained chemists was working worldwide with more than 20,000 customers.
“For example, by the time Bayer had completed its works at Leverkusen, its sales force of trained chemists was working worldwide with more than 20,000 customers.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingreasoning
Even when suppliers and distributors were competent and reliable, they were often unable to deliver on schedule and in the quantity and quality required by the new capital-intensive industries.
“Even when suppliers and distributors were competent and reliable, they were often unable to deliver on schedule and in the quantity and quality required by the new capital-intensive industries.”
Quote in the paperSubstantial claim - Findingnone given
Bayer, BASF, Hoechst and three smaller German enterprises made the essential investments in production, distribution and management in the dye industry.
“Bayer, BASF, Hoechst and three smaller German enterprises did.”
Quote in the paperSubstantial claim - Findingcitation
In 1913, German firms made 140,000 tons of the 160,000 tons of dyes produced worldwide.
“In 1913, 160,000 tons of dyes were produced worldwide.The German firms made 140,000 tons (72 percent of this output by the Big Three); 10,000 more were produced by Swiss neighbors up the Rhine.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In office machinery, first movers Burroughs Adding Machine, National Cash Register, Remington Typewriter Company, and Computing-Tabulating-Recording Company (later IBM) dominated their industries worldwide.
“In office machinery, such first movers as Burroughs Adding Machine, National Cash Register, Remington Typewriter Company, and the Computing-Tabulating-Recording Company (renamed International Business Machines in the early 1920s) dominated their industries worldwide.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingreasoning
By 1913, two-thirds of the electrical equipment made in British factories by British labor was produced by subsidiaries of General Electric, Westinghouse and Siemens.
“As a result, by 1913, two-thirds of the electrical equipment made in British factories by British labor was produced by subsidiaries of General Electric, Westinghouse and Siemens.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In 1913, total British dye production was 4,100 tons.
“Total British production was 4,100 tons.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
German chemical firms built one or two giant works along the Rhine, carefully planned to utilize economies of scope.
“They began to build one or two giant works along the Rhine, carefully planned to utilize economies of scope.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
Many U.S. firms did not respond to intensified competition and decline in ROI by reinvesting in maintaining and expanding existing capabilities; instead they used retained earnings to acquire facilities and personnel in other existing business where their capabilities did not give them a competitive edge.
“Many U.S. firms did not respond to the intensified competition and the resulting decline in their rate of return on investment by reinvesting in maintaining and expanding existing capabilities.Instead, they used the retained earnings to acquire facilities and personnel in other existing business, in which their own capabilities did not give them a competitive edge.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
At GE, the lines whose operating results were accounted for separately rose from 10 in 1900 to 193 in 1930 to 282 in 1940.
“At GE, the lines whose operating results were accounted for separately rose from 10 in 1900 to 193 in 1930 to 282 in 1940.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In automobiles, Ford and its challengers General Motors and Chrysler quickly dominated world markets.
“And in automobiles, the great new transforming and growth industry of the interwar years, the first mover, Ford, and its two challengers, General Motors and Chrysler, quickly dominated world markets.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In electricity, the two U.S. first-movers began to pull ahead of the Germans.
“In electricity, the two U.S. first-movers began to pull ahead of the Germans.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In the 1920s, Du Pont, Union Carbide, Allied Chemical, Dow and Monsanto all diversified into a wide variety of products that reflected their specialized major technological base.
“In the 1920s, Du Pont, Union Carbide, Allied Chemical, Dow and Monsanto all diversified into a wide variety of products that reflected their specialized major technological base.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
Before the 1960s, industrial enterprises in the United States and Europe rarely moved into markets where their learned capabilities did not give them a distinct competitive advantage.
“Before the 1960s, industrial enterprises in the United States and Europe rarely moved into markets where their learned capabilities did not give them a distinct competitive advantage.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In telephones and related equipment, the international division of AT&T's Western Electric (and its successor ITT) remained the world's largest producer.
“In telephones and related equipment, the international division of AT&T's Western Electric (and its successor ITT) remained the world's largest producer.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
For U.S. companies, the war and Germany's postwar difficulties boosted the growth of overseas sales for chemical, machinery and metal companies.
“For U.S. companies, the war and German's postwar difficulties boosted the growth of overseas sales for chemical, machinery and metal companies.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
Large industrial multi-market firms have throughout this century used retained earnings to fund the high cost of developing new products.
“Moreover, large industrial multi-market firms-be they American, European or Japanese -have throughout this century used retained earnings (the profits from products earlier commercialized) to fund the high cost of developing new ones.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingreasoning
Their competition came less from British and French companies and more from firms in neutral nations who had benefited from the hiatus of German dominance to expand their capabilities.
“Their competition came less from British and French companies and more from firms in neutral nations who had benefitted from the hiatus of German dominance to expand their capabilities.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In the United States, chemical firms were among the first to adopt a multidivisional structure.
“In the United States, the chemical firms were among the first to adopt a multidivisional structure-that is, to set up autonomous divisions to integrate production and distribution of major product lines with a central corporate headquarters, which in turn monitored the performance of and planned and allocated resources for the divisions.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
Today the product lines of large multimarket industrial firms have become far more focused on their core capabilities.
“Today the product lines of large multimarket industrial firms have become far more focused on their core capabilities (Scheifer and Vishny, 1991).”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scheifer and Vishny, 1991
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
By 1929, General Electric dominated the world's electrical equipment market.
“By 1929, General Electric dominated the world's electrical equipment market.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In the 1920s, Siemens, AEG, GE and Westinghouse developed first-mover advantages in X-rays and other equipment, electrical appliances, and radio.
“In the 1920s, these firms developed first-mover advantages in X-rays and other equipment (that helped to transform medical practice), in electrical appliances (stoves, refrigerators, washing machines, heaters and the like that helped transform household living) and radio (that helped to transform communication, entertainment and politics).”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingcitation
In 1929, American manufacturers turned out 85 percent of the world's production of automobiles.
“In 1929, American manufacturers turned out 85 percent of the world's production.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Findingreasoning
In most cases, U.S. firms were in time forced to pull back and concentrate on businesses closer to their core competencies.
“In most cases, they were in time forced to pull back in and to concentrate on businesses that were closer to their core competencies.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Interpretationreasoning
Competition for market share kept oligopolies from becoming monopolies.
“Such competition for market share kept oligopolies from becoming monopolies.”
Quote in the paperSubstantial claim - Interpretationreasoning
Potential cost advantages in capital-intensive industries could not be fully realized unless a constant flow of materials through the plant maintained effective capacity utilization.
“These potential cost advantages could not be fully realized unless a constant flow of materials through the plant or factory was maintained to assure effective capacity utilization.”
Quote in the paperSubstantial claim - Interpretationreasoning
Organizational capabilities and the resulting retained earnings became the basis for the continued growth of these firms.
“Such capabilities and the resulting retained earnings became the basis for their continued growth.”
Quote in the paperSubstantial claim - Interpretationreasoning
Organizational capabilities, honed by oligopolistic competition, provided the dynamic for the continuing growth of firms, the industries they dominated, and the national economies in which they operated.
“Organizational capabilities, honed by oligopolistic competition, provided the dynamic not only for the continuing growth of such firms, but also for the industries which they dominated, and for the national economies in which they operated.”
Quote in the paperSubstantial claim - Interpretationreasoning
Coordination of production, input, and output flows in capital-intensive industries did not happen automatically and demanded the constant attention of a managerial team or hierarchy.
“Such coordination did not, indeed could not, happen automatically.It demanded the constant attention of a managerial team or hierarchy.”
Quote in the paperSubstantial claim - Interpretationreasoning
Organizational capabilities accounted for the long-term persistence of profits by the same players over decades.
“Such capabilities accounted for the long-term persistence of profits by the same players over the decades.”
Quote in the paperSubstantial claim - Interpretationreasoning
Cumulative learning sharpened by oligopolistic competition created organizational capabilities that became powerful barriers to new entrants.
“The cumulative learning sharpened by such oligopolistic competition created organizational capabilities that became powerful barriers to new entrants.”
Quote in the paperSubstantial claim - Interpretationnone given
Organizational capabilities were created during the knowledge-acquiring processes involved in commercializing a new product for national and international markets.
“They were created during the knowledge-acquiring processes that are always involved in commercializing a new product for national and international markets.”
Quote in the paperSubstantial claim - Interpretationreasoning
Actual economies of scale and scope depend on knowledge, skill, experience, and teamwork-organized human capabilities essential to exploit technological processes.
“Such economies depend on knowledge, skill, experience, and teamwork-on the organized human capabilities essential to exploit the potential of technological processes.”
Quote in the paperNot a substantial claim - Interpretationreasoning
By any economic criterion British entrepreneurs should have quickly dominated the world dye industry.
“By any economic criterion the British entrepreneurs should have quickly dominated the world.”
Quote in the paperSubstantial claim - Interpretationreasoning
The primary impact of World War I was to weaken German industrial leaders.
“In the context of this strategy, the primary impact of World War I was to weaken German industrial leaders.”
Quote in the paperNot a substantial claim - Interpretationreasoning
The failure to develop organizational capabilities was central to the disintegration of centrally planned economies following the Soviet model.
“The failure to develop such capabilities has been central to the disintegration of these centrally planned economies.”
Quote in the paperSubstantial claim - Interpretationreasoning
Few capital-intensive firms felt the need to build their own retail network because their wholesaling or direct sales organizations met the distribution requirements essential to maintain steady throughput.
“Because their wholesaling or direct sales organizations met the distribution requirements essential to maintain a steady throughput, few capital-intensive firms felt the need to take on the financial and managerial costs and risks of building their own retail network.”
Quote in the paperSubstantial claim - Interpretationreasoning
The point of recounting this history is to document that unless investments essential to utilize the cost advantages of scale and scope were made, the enterprises and the industries and national economies in which they operated lost out in international markets to foreign enterprises that made them.
“The point of recounting this bit of history is to document that, unless investments were made essential to utilize the cost advantages of scale and scope, the enterprises and the industries and national economies in which they operated lost out in international markets to foreign enterprises that made them.”
Quote in the paperSubstantial claim- Rests on an assumption: The historical cases reviewed are representative enough to support general conclusions about the role of organizational capabilities in competitive success and industry creation.
- Rests on an assumption: Differences in organizational capabilities and investments, rather than other unexamined factors, explain the observed competitive successes and failures of firms and national industries.
- Interpretationreasoning
If the firm is the unit of analysis instead of the transaction, the specific nature of the firm's facilities and skills becomes the most significant factor in determining what will be done in the firm and what by the market.
“If the firm is the unit of analysis, instead of the transaction, then the specific nature of the firm's facilities and skills becomes the most significant factor in determining what will be done in the firm and what by the market.”
Quote in the paperSubstantial claim - Interpretationreasoning
Backward integration should be seen in terms of the enterprise's specific capabilities and needs at the time of the transaction.
“But that integration again should be seen in terms of the enterprise's specific capabilities and needs at the time of the transaction.”
Quote in the paperSubstantial claim - Interpretationreasoning
Such growth was driven much less by the desire to reduce transaction, agency and other information costs and much more by a wish to utilize the competitive advantages created by coordinated learned routines in production, distribution, marketing, and improving existing products and processes.
“Such growth was driven much less by the desire to reduce transaction, agency and other information costs and much more by a wish to utilize the competitive advantages created by the coordinated learned routines in production, distribution, marketing, and improving existing products and processes.”
Quote in the paperNot a substantial claim - Interpretationreasoning
These organizational capabilities permitted Bayer and other first movers to commercialize and market worldwide several hundred different dyes and a wide range of new man-made pharmaceuticals and films.
“These organizational capabilities permitted Bayer and the other first movers to commercialize and market worldwide several hundred different dyes and a wide range of new man-made pharmaceuticals and films.”
Quote in the paperSubstantial claim - Interpretationreasoning
German competitive advantages quickly demolished Britain's economic comparative advantages.
“The resulting German competitive advantages quickly demolished Britain's economic comparative advantages.”
Quote in the paperSubstantial claim - Interpretationreasoning
Such growth was more important to the history of the modern corporation than vertical integration.
“Such growth was more important to the history of the modern corporation than that of vertical integration.”
Quote in the paperSubstantial claim - Interpretationreasoning
In the 1870s, the new dye industry in Britain had almost every advantage.
“In the 1870s, the new dye industry in Britain had almost every advantage.”
Quote in the paperSubstantial claim - Interpretationreasoning
Transactions cost considerations played a significant part in determining the extent of both forward and backward integration.
“Transactions cost considerations played a significant part in the determination of the extent of both forward and backward integration.”
Quote in the paperSubstantial claim - Interpretationreasoning
Between 1925 and the Great Depression, the learned knowledge and skills of German enterprises in chemicals, electrical equipment, machinery and metals permitted them to regain by 1929 their earlier position in world markets.
“Nevertheless, in the brief period between 1925 and the onslaught of the Great Depression, the learned knowledge and skills of the German enterprises in chemicals, electrical equipment, machinery and metals permitted the German enterprises to by 1929 regain their earlier position in world markets.”
Quote in the paperSubstantial claim - Interpretationreasoning
The basic technological characteristics of an industry at the time of overseas investments were more important than imperfect information costs in determining the number and location of plants built abroad.
“The basic technological characteristics of an industry in which the firms operated at the time of overseas investments were more important than imperfect information costs in determining the number and location of plants built abroad.”
Quote in the paperSubstantial claim - Interpretationreasoning
The electrical equipment industry transformed economic life even more than chemicals.
“The electrical equipment industry, while employing a smaller number of professionally trained technicians and scientists, transformed economic life even more than chemicals.”
Quote in the paperNot a substantial claim - Interpretationreasoning
Without a base for organizational learning, company- and industry-specific capabilities in production, distribution, R&D, purchasing, and labor relations, the necessary competitive strength could not be developed.
“Moreover, without such a base for organizational learning, company-and industry-specific capabilities in production, distribution, R&D, purchasing, and labor relations, the necessary competitive strength could not be developed.”
Quote in the paperSubstantial claim- Rests on an assumption: The historical cases reviewed are representative enough to support general conclusions about the role of organizational capabilities in competitive success and industry creation.
- Rests on an assumption: Differences in organizational capabilities and investments, rather than other unexamined factors, explain the observed competitive successes and failures of firms and national industries.
- Interpretationreasoning
The recent process of expansion and contraction of U.S. firms cannot be explained fully by transactions, agency and other information costs.
“Just as I find the earlier growth of the industrial firm difficult to explain fully in terms of transactions, agency and other information costs, so I find it hard to explain the recent process of expansion and contraction with these same concepts.”
Quote in the paperSubstantial claim - Interpretationreasoning
Growth into new product markets was more complex than expansion abroad, because it almost always required new investment in complementary physical and human assets.
“Growth into new product markets was more complex than expansion abroad, because it almost always required new investment in complementary physical and human assets.”
Quote in the paperSubstantial claim - Interpretationreasoning
Commercializing a new product or process rests on cumulative organizational learning in the development, production and marketing of earlier products.
“The commercializing of a new product or process, in itself a continuing learning experience, rests on cumulative organizational learning in the development, production and marketing of earlier products.”
Quote in the paperSubstantial claim - Interpretationreasoning
The full impact of the international competition that began a century ago was held back by world events.
“First, the full impact of the international competition that began a century ago was held back by world events.”
Quote in the paperSubstantial claim - Interpretationreasoning
The international competition which had been developing before 1914 did not become a full-fledged reality until the 1960s.
“The international competition which had been developing before 1914 did not become a full-fledged reality, therefore, until the 1960s.”
Quote in the paperSubstantial claim - Interpretationreasoning
In all moves into related product markets, the competencies of existing companies clearly shaped the direction, timing and methods of diversification.
“In all these moves into related product markets, the competencies of the existing companies clearly shaped the direction, timing and methods of diversification.”
Quote in the paperSubstantial claim - Interpretationreasoning
The ability of large established firms to use learned routines and integrated capabilities to enter related product markets helps to explain a significant change in the ways in which major new industries are coming to be created.
“The ability of large established firms to use learned routines and integrated capabilities to enter related product markets helps to explain a significant change in the ways in which major new industries are coming to be created.”
Quote in the paperSubstantial claim - Interpretationreasoning
Expansion into related product markets came first in science-based industries, where opportunities were greater for exploiting economies of scope in production and R&D.
“The expansion into related product markets came first in science-based industries, where opportunities were greater for exploiting economies of scope in production and R&D.”
Quote in the paperSubstantial claim - Interpretationreasoning
The response of U.S. firms to competitive challenge delineates the ways in which a firm's core competence helps to determine successful paths of, as well as limits to, growth.
“Secondly, the response of U.S. firms to this competitive challenge delineates the ways in which a firm's core competence helps to determine successful paths of, as well as limits to, growth.”
Quote in the paperSubstantial claim
- May combine two claims. 25
- Classified as probably not a substantial claim. 11
May combine two claims.
FindingreasoningOrganizational learning permitted Japanese firms to transfer technology from the West and then develop organizational capabilities necessary for competitive advantage in international markets.
“So too, organizational learning permitted Japanese firms, first, to carry out a massive transfer of technology from the west to Japan; then, as Japan's domestic market grew enough to permit building enterprises large enough to exploit potential economies of scale and scope, to develop organizational capabilities necessary for competitive advantage in international markets.”
Quote in the paperSubstantial claimMay combine two claims.
Findingnone givenThe first firms to make the three-pronged investments in manufacturing, marketing, and management essential to exploit economies of scale and scope quickly dominated their industries, and most continued to do so for decades.
“The first firms to make the three-pronged investments in manufacturing, marketing, and management essential to exploit fully the economies of scale and scope quickly dominated their industries.Most continued to do so for decades.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based).
FindingreasoningIn the climate of oligopolistic competition, market share and profits changed constantly.
“In this climate of oligopolistic competition, market share and profits changed constantly.”
Quote in the paperNot a substantial claimMay combine two claims.
Findingnone givenOrganizational capabilities made it possible for German enterprises to regain their position in world markets swiftly after 1914-1924 and again in the 1950s.
“They made it possible for German enterprises to regain their position in world markets swiftly after a decade of war, defeat and inflation between 1914 and 1924, and to come back again in the 1950s after a far more devastating war.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S4 (based).
Findingnone givenA new type of industrial enterprise appeared suddenly in the last two decades of the 19th century.
“A new type of industrial enterprise appeared suddenly in the last two decades of the 19th century.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S4 (based). May combine two claims.
Findingnone givenThroughout the 20th century, these industrial firms were created and grew in much the same manner and clustered in industries with the same characteristics.
“Throughout the 20th century, these firms were created and continued to grow in much the same manner, and they continued to cluster in industries with the same characteristics.”
Quote in the paperNot a substantial claimMay combine two claims.
FindingcitationA new electrolytic process transformed and greatly reduced costs of producing copper, aluminum, and several chemicals.
“Moreover, a new electrolytic process transformed and greatly reduced costs of producing copper, aluminum, and several chemicals.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S3 (load-bearing).
Findingnone givenWilliam Perkin invented the first synthetic dyes.
“An Englishman, William Perkin, invented the first such dyes.”
Quote in the paperNot a substantial claimProbably not a substantial claim: may not pass S3 (load-bearing).
Findingnone givenThe world's largest market for man-made dyes remained the British textile industry until after World War II.
“The world's largest market for man-made dyes remained, until after World War II, the huge British textile industry.”
Quote in the paperNot a substantial claimMay combine two claims.
FindingcitationBy then Singer produced 79,000 machines annually in its Moscow factory with a work force of 2,500 wage earners and 300 salaried employees; its salesforce of more than 27,000 covered territory from the Sea of Japan to the Baltic.
“By then Singer produced 79,000 machines annually in its Moscow factory with a work force of 2,500 wage earners and 300 salaried employees; while its salesforce of more than 27,000 covering the vast territory from the Sea of Japan to the Baltic.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
FindingcitationAfter World War I, leaders in major capital-intensive, oligopolistic industries continued to expand existing foreign beach-heads and to enter new territories.
“After World War I, leaders in these major capital-intensive, oligopolistic industries continued to expand existing foreign beach-heads and to enter new territories.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
FindingcitationThe new electrical industry provided new sources of light and power that altered urban living and transportation, and changed the workplace.
“The new industry provided new sources of light and power that altered urban living and transportation, and also changed the workplace.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
FindingcitationNew capital-intensive industries had a greater need to monitor high-level throughput than older labor-intensive ones, so firms in capital-intensive industries internalized distribution while labor-intensive ones relied on independent distributors.
“For example, the new capital-intensive industries had a much greater need to monitor high-level throughput than the older labor-intensive ones.Therefore, firms in the capital-intensive industries internalized distribution, while those in the labor-intensive ones continued to rely on independent distributors”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Chandler, 1990
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.
Findingnone givenDyes are made from coal, and Britain had the largest supplies of high quality coal in Europe.
“Dyes are made from coal, and Britain had the largest supplies of high quality coal in Europe.”
Quote in the paperNot a substantial claimMay combine two claims.
FindingcitationGerman chemical firms created a worldwide sales force, while the British continued to rely on jobbers to distribute the product.
“While the British continued to rely on jobbers to distribute the product, the Germans created a worldwide sales force; for every user of dyes in the production of cloth, leather, paper, and other materials had to be taught how to apply the new products.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.
Findingnone givenThe first major products of the chemical industry were synthetic dyes, and British entrepreneurs were the pioneers.
“The first major products of this industry were synthetic dyes, and here British entrepreneurs were the pioneers.”
Quote in the paperNot a substantial claimMay combine two claims.
FindingcitationNothing comparable to those investments occurred in Britain, even though Sir William Mather had obtained the Edison patents at the same time as Emil Rathenau at AEG.
“Nothing comparable occurred in Britain, even though Sir William Mather, senior partner of Mather & Platt, one of the largest British textile machinery manufacturers, had obtained the Edison patents at the same time as had Emil Rathenau at AEG.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
FindingcitationDuring the war, German subsidiaries in Allied nations were expropriated and usually turned over to their competitors in those countries.
“During the war, their subsidiaries in Allied nations were expropriated and usually turned over to their competitors in those countries.”
Quote in the paperSubstantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.
Findingnone givenThe chemical industry was the most technologically advanced of the new industries and provided the widest range of new industrial and consumer products.
“The chemical industry was the most technologically advanced of the new industries, and provided the widest range of new industrial and consumer products including man-made dyes, medicines, fertilizers, textiles, film, and other materials.”
Quote in the paperNot a substantial claimMay combine two claims.
FindingcitationIn sewing machines Singer and in agricultural equipment McCormick Harvesting Machine (core of International Harvester) were the world leaders.
“In sewing machines the Singer Sewing Machine and in agricultural equipment McCormick Harvesting Machine (it became the core of International Harvester, a 1902 merger) were the world leaders.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
FindingcitationGE's subsidiaries in Britain and France were the largest producers in those nations.
“Its subsidiaries in Britain and France were the largest producers in those nations.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
FindingcitationGE held 25 percent of the stock of Germany's AEG and had comparable investments in leading electrical manufacturers in Mexico, South Africa, and Japan.
“It held 25 percent of the stock of Germany's AEG and had comparable investments in leading electrical manufacturers in Mexico, South Africa, and Japan.”
Quote in the paperNot a substantial claim0 of 1 sources checked- cites Scale and Scope
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
May combine two claims.
InterpretationreasoningIf company-specific and industry-specific capabilities continued to be enhanced by constant learning, enterprises in capital-intensive industries were usually able to remain competitive and profitable; if not, they normally lost market share.
“If these companyspecific and industry-specific capabilities continued to be enhanced by constant learning about products, processes, customers, suppliers, and other relationships between workers and managers within the firm, enterprises in capitalintensive industries were usually able to remain competitive and profitable.If not, they normally lost market share in domestic and international markets”
Quote in the paperSubstantial claimMay combine two claims.
InterpretationreasoningLearned skills and knowledge were company-specific and industry-specific, not patentable, and difficult to transfer from one industry or company to another.
“Such learned skills and knowledge were company-specific and industry-specific.They were not, of course, patentable.They were difficult to transfer from one industry to another, or even from one company to another, precisely because they had been learned within a very specific organizational context.”
Quote in the paperSubstantial claimProbably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.
InterpretationreasoningIn metals the British pioneered, but the Germans and Americans made the necessary investments that quickly drove the British from international markets.
“In metals the British pioneered, but the Germans and Americans made the necessary investments that quickly drove the British from international markets.”
Quote in the paperNot a substantial claimMay combine two claims.
InterpretationreasoningThe swift and dramatic success of German and American integrated companies over less-integrated British rivals before World War I demonstrates that creating organizational capabilities through initial investment in production and distribution permitted first-movers to conquer world markets and raise barriers to entrants.
“If so, then the swift and dramatic success of the German and American integrated companies over their less-integrated British rivals in the last decades before World War I demonstrates how the creation of organizational capabilities through the initial investment in production and distribution permitted first-movers in the new and the transformed industries of the Second Industrial Revolution”
Quote in the paperNot a substantial claim- Rests on an assumption: The ability to gain and maintain market share and profits tests the efficiency of a capitalist enterprise, particularly in foreign markets.
May combine two claims.
InterpretationreasoningTransactions cost analysis is valuable in analyzing why volume producers rarely entered retailing and why mass marketers rarely entered manufacturing.
“Thus, transactions cost analysis is of great value in analyzing why volume producers rarely entered retailing, and why mass marketers rarely entered manufacturing.”
Quote in the paperSubstantial claimMay combine two claims.
InterpretationreasoningThe answer to why some American industries continue to be global leaders while others have fallen behind requires a consideration of how enterprises evolve their organizational capabilities and how their long-term competitive strength and weakness reflect these learned capabilities as well as those of competitors from abroad and related industries.
“The answer requires a consideration of how the enterprises evolve their organizational capabilities and how their long-term competitive strength and weakness reflect these learned capabilities as well as those of their competitors from abroad and related industries.”
Quote in the paperSubstantial claim- Rests on an assumption: The historical cases reviewed are representative enough to support general conclusions about the role of organizational capabilities in competitive success and industry creation.
- Rests on an assumption: Differences in organizational capabilities and investments, rather than other unexamined factors, explain the observed competitive successes and failures of firms and national industries.
May combine two claims.
InterpretationreasoningThe evolutionary theory of the firm, which emphasizes continuous learning that makes a firm's assets dynamic, provides an understanding of why in the past new firms began through integrating production and distribution and why and how they grew by expanding into new markets.
“This brief review of the beginning and growth of the modern industrial enterprise suggests how the evolutionary theory of the firm, which emphasizes continuous learning that makes a firm's assets dynamic, provides an understanding of why in the past new firms began through the process of integrating production and distribution and why and how they grew by expanding into new markets.”
Quote in the paperSubstantial claim- Rests on an assumption: The historical cases reviewed are representative enough to support general conclusions about the role of organizational capabilities in competitive success and industry creation.
- Rests on an assumption: Differences in organizational capabilities and investments, rather than other unexamined factors, explain the observed competitive successes and failures of firms and national industries.
Probably not a substantial claim: may not pass S4 (based).
Interpretationnone givenTwo world wars and the intervening Great Depression weakened the competitive strength of U.S. firms' most powerful rivals, particularly the Germans.
“Two world wars and the intervening Great Depression weakened the competitive strength of the U.S. firms' most powerful rivals, particularly the Germans.”
Quote in the paperNot a substantial claim
The paper relies on this without support.
The ability to gain and maintain market share and profits tests the efficiency of a capitalist enterprise, particularly in foreign markets.
“The ability to gain and maintain market share and profits tests the efficiency of a capitalist enterprise, particularly in foreign markets where different laws, customs, working habits, and availability of supplies tend to favor domestic producers.”
The paper relies on this without support.
The historical cases reviewed are representative enough to support general conclusions about the role of organizational capabilities in competitive success and industry creation.
“This brief review of the beginning and growth of the modern industrial enterprise suggests how the evolutionary theory of the firm, which emphasizes continuous learning that makes a firm's assets dynamic, provides an understanding of why in the past new firms began through the process of integrating production and distribution and why and how they grew by expanding into new markets.”
The paper relies on this without support.
Differences in organizational capabilities and investments, rather than other unexamined factors, explain the observed competitive successes and failures of firms and national industries.
“The point of recounting this bit of history is to document that, unless investments were made essential to utilize the cost advantages of scale and scope, the enterprises and the industries and national economies in which they operated lost out in international markets to foreign enterprises that made them.”
Cites
Coase, R. H. (1937) · Economica · doi:10.1111/j.1468-0335.1937.tb00002.x · Cited by 23,972 · see citing works
An Evolutionary Theory of Economic Change.
Loasby, B. J., Nelson, R. R., & Winter, S. G. (1983) · The Economic Journal · doi:10.2307/2232409 · Cited by 21,401 · see citing works
Douglass, E. P., & Chandler, A. D. (1978) · The American Historical Review · doi:10.2307/1862020 · Cited by 4,588 · see citing works
Self-citationScale and Scope: The Dynamics of Industrial Capitalism
Leblebici, H., & Chandler, A. D. (1991) · Academy of Management Review · doi:10.2307/258922 · Cited by 2,880 · see citing works
Self-citationWhy do firms differ, and how does it matter?
Nelson, R. R. (1991) · Strategic Management Journal · doi:10.1002/smj.4250121006 · Cited by 1,970 · see citing works
Christensen, C. M., & Rosenbloom, R. S. (1995) · Research Policy · doi:10.1016/0048-7333(93)00764-k · Cited by 1,053 · see citing works
Embedded ties and the acquisition of competitive capabilities
McEvily, B., & Marcus, A. A. (2005) · Strategic Management Journal · doi:10.1002/smj.484 · Cited by 833 · see citing works
Madhok, A. (2002) · Strategic Management Journal · doi:10.1002/smj.247 · Cited by 600 · see citing works
An Economist's Perspective on the Theory of the Firm
Hart, O. (1989) · Columbia Law Review · doi:10.2307/1122818 · Cited by 498 · see citing works
On Coase, Competence, and the Corporation
(1988) · The Journal of Law, Economics, and Organization · doi:10.1093/oxfordjournals.jleo.a036942 · Cited by 422 · see citing works
Beyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities
Salvato, C., & Rerup, C. (2010) · Journal of Management · doi:10.1177/0149206310371691 · Cited by 421 · see citing works
A capability theory of the firm: an economics and (Strategic) management perspective
Teece, D. (2019) · New Zealand Economic Papers · doi:10.1080/00779954.2017.1371208 · Cited by 381 · see citing works
Takeovers in the '60s and the '80s: Evidence and implications
Shleifer, A., & Vishny, R. W. (1991) · Strategic Management Journal · doi:10.1002/smj.4250121005 · Cited by 368 · see citing works
Towards a capability theory of (innovating) firms: implications for management and policy
Teece, D. J. (2016) · Cambridge Journal of Economics · doi:10.1093/cje/bew063 · Cited by 273 · see citing works
Organizations, firms and institutions in the generation of innovation
Coriat, B., & Weinstein, O. (2002) · Research Policy · doi:10.1016/s0048-7333(01)00141-x · Cited by 273 · see citing works
Explicating the dynamics of project capabilities
Davies, A. C., & Brady, T. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.04.006 · Cited by 269 · see citing works
An economist's perspective on the theory of the firm
Hart, O. (2009) · Cambridge University Press eBooks · doi:10.1017/cbo9780511817410.027 · Cited by 268 · see citing works
Corporate portal: a tool for knowledge management synchronization
Benbya, H., Passıante, G., & Belbaly, N. A. (2004) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2003.12.012 · Cited by 268 · see citing works
Autio, E., George, G., & Alexy, O. T. (2011) · Entrepreneurship Theory and Practice · doi:10.1111/j.1540-6520.2010.00421.x · Cited by 268 · see citing works
Strategies for business model innovation: How firms reel in migrating value
Hacklin, F., Björkdahl, J., & Wallin, M. W. (2017) · Long Range Planning · doi:10.1016/j.lrp.2017.06.009 · Cited by 214 · see citing works
The (new) nature and essence of the firm
Pitelis, C. N., & Teece, D. J. (2009) · European Management Review · doi:10.1057/emr.2009.1 · Cited by 200 · see citing works
The Future of Purchasing and Supply Management Research: About Relevance and Rigor
van Weele, A. J., & van Raaij, E. M. (2013) · Journal of Supply Chain Management · doi:10.1111/jscm.12042 · Cited by 198 · see citing works
The Future Challenges of Business: Rethinking Management Education
Schoemaker, P. J. H. (2008) · California Management Review · doi:10.2307/41166448 · Cited by 160 · see citing works
Modeling the Transition to a New Economy: Lessons from Two Technological Revolutions
Atkeson, A. G., & Kehoe, P. J. (2007) · American Economic Review · doi:10.1257/aer.97.1.64 · Cited by 157 · see citing works
Pettus, M. L. (2001) · Academy of Management Journal · doi:10.2307/3069420 · Cited by 151 · see citing works
The evolution of science-based business: innovating how we innovate
Pisano, G. P. (2010) · Industrial and Corporate Change · doi:10.1093/icc/dtq013 · Cited by 151 · see citing works
Experience and scale and scope economies: Trade-offs and performance in development.
Macher, J., & Boerner, C. S. (2006) · Strategic Management Journal · doi:10.1002/smj.540 · Cited by 150 · see citing works
New business histories! Plurality in business history research methods
Decker, S., Kipping, M., & Wadhwani, R. (2015) · Business History · doi:10.1080/00076791.2014.977870 · Cited by 127 · see citing works
Knowledge exploitation, knowledge exploration, and competency trap
Liu, W. (2006) · Knowledge and Process Management · doi:10.1002/kpm.254 · Cited by 123 · see citing works
The architecture and design of organizational capabilities
Jacobides, M. G. (2006) · Industrial and Corporate Change · doi:10.1093/icc/dtj009 · Cited by 120 · see citing works
Griffiths, A., & Zammuto, R. F. (2005) · Academy of Management Review · doi:10.5465/amr.2005.18378880 · Cited by 119 · see citing works
The Evolution of Technologies: An Assessment of the State-of-the-Art
Giovanni Dosi, A., & Nelson, R. R. (2013) · Eurasian economic review : · doi:10.14208/bf03353816 · Cited by 116 · see citing works
Innovative Enterprise and Historical Transformation
Lazonick, W. H. (2002) · Enterprise & Society · doi:10.1093/es/3.1.3 · Cited by 112 · see citing works
DEVELOPING PROJECT COMPETENCE: EMPIRICAL REGULARITIES IN COMPETITIVE PROJECT OPERATIONS
Söderlund, J. (2005) · International Journal of Innovation Management · doi:10.1142/s1363919605001344 · Cited by 105 · see citing works
Retaining project management competence — Antecedents and consequences
Ekrot, B., Kock, A., & Gemünden, H. G. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.10.010 · Cited by 103 · see citing works
The role of top management involvement in firms performing projects: A dynamic capabilities approach
Hermano, V., & Martín‐Cruz, N. (2016) · Journal of Business Research · doi:10.1016/j.jbusres.2016.01.041 · Cited by 100 · see citing works
Söderlund, J., & Tell, F. (2009) · International Journal of Project Management · doi:10.1016/j.ijproman.2008.10.010 · Cited by 97 · see citing works
Agarwal, R., Braguinsky, S., & Ohyama, A. (2019) · Strategic Management Journal · doi:10.1002/smj.3048 · Cited by 92 · see citing works
Tarragona, M. P. P., Scarpellini, S., Abadía, J. M. M., Gil, J. V., & Aranda‐Usón, A. (2018) · Sustainability · doi:10.3390/su10093161 · Cited by 91 · see citing works
A review of contemporary innovation literature: A Schumpeterian perspective
Tzeng, C.-H. (2009) · Innovation · doi:10.5172/impp.11.3.373 · Cited by 88 · see citing works
Knowledge Acquisition and Learning in Dutch and Belgian SMEs:
Gils, A. E. J. V., & Zwart, P. S. (2004) · European Management Journal · doi:10.1016/j.emj.2004.09.031 · Cited by 88 · see citing works
Bhatnagar, J. (2006) · The Learning Organization · doi:10.1108/09696470610679965 · Cited by 87 · see citing works
Ishikawa, I. (2007) · SSRN Electronic Journal · doi:10.2139/ssrn.982100 · Cited by 76 · see citing works
The Automobile Revolution: The Impact of an Industry
Rae, J. B., Bardou, J.-P., & Laux, J. M. (1983) · The American Historical Review · doi:10.2307/1869361 · Cited by 72 · see citing works
Breukel, A., & Go, F. M. (2008) · Tourism Management · doi:10.1016/j.tourman.2008.05.015 · Cited by 65 · see citing works
A framework for concentric diversification through sustainable competitive advantage
Rijamampianina, R., Abratt, R., & February, Y. (2003) · Management Decision · doi:10.1108/00251740310468031 · Cited by 64 · see citing works
Kluppel, L. M., Pierce, L., & Snyder, J. A. (2018) · Organization Science · doi:10.1287/orsc.2017.1173 · Cited by 62 · see citing works
Alfred Chandler and "capabilities" theories of strategy and management
Teece, D. J. (2010) · Industrial and Corporate Change · doi:10.1093/icc/dtq008 · Cited by 61 · see citing works
Les théories de la firme entre « contrats » et « compétences »
Coriat, B., & Weinstein, O. (2010) · Revue d économie industrielle · doi:10.4000/rei.4142 · Cited by 61 · see citing works
COMPETENCE DYNAMICS AND LEARNING PROCESSES IN PROJECT-BASED FIRMS: SHIFTING, ADAPTING AND LEVERAGING
Söderlund, J. (2008) · International Journal of Innovation Management · doi:10.1142/s1363919608001911 · Cited by 60 · see citing works
Antonioli, D., Mazzanti, M., & Pini, P. (2010) · International Review of Applied Economics · doi:10.1080/02692171.2010.483790 · Cited by 58 · see citing works
Problems at the Foundation? Comments on Felin and Foss
Winter, S. G. (2011) · Journal of Institutional Economics · doi:10.1017/s1744137410000470 · Cited by 57 · see citing works
A new framework of firm-level innovation capability: A propensity–ability perspective
Daronco, E. L., Silva, D. S., Seibel, M. K., & Cortimiglia, M. N. (2022) · European Management Journal · doi:10.1016/j.emj.2022.02.002 · Cited by 56 · see citing works
A model of the antecedents of multiple channel usage
Coelho, F., & Easingwood, C. (2007) · Journal of Retailing and Consumer Services · doi:10.1016/j.jretconser.2007.03.002 · Cited by 55 · see citing works
Building Project Capabilities in PBOs: Lessons from the French Special Forces
Melkonian, T., & Picq, T. (2011) · International Journal of Project Management · doi:10.1016/j.ijproman.2011.01.002 · Cited by 53 · see citing works
An ambidextrous learning model for the internationalization of firms from emerging economies
Keen, C., & Wu, Y. (2011) · Journal of International Entrepreneurship · doi:10.1007/s10843-011-0081-2 · Cited by 53 · see citing works
The Prosumer: A Systematic Review of the New Paradigm in Energy and Sustainable Development
Parra-Domínguez, J., Sánchez, E., & Ordóñez, Á. (2023) · Sustainability · doi:10.3390/su151310552 · Cited by 52 · see citing works
Brixner, C., Isaak, P., Mochi, S., Ozono, M., Suárez, D., & Yoguel, G. (2020) · Economics of Innovation and New Technology · doi:10.1080/10438599.2020.1719642 · Cited by 51 · see citing works
Resource dependence and core competence: insights from Indian software firms
Banerjee, P. (2003) · Technovation · doi:10.1016/s0166-4972(01)00120-1 · Cited by 51 · see citing works
Public knowledge, private knowledge: the intellectual capital of entrepreneurs
Link, A. N., & Ruhm, C. J. (2009) · Small Business Economics · doi:10.1007/s11187-009-9179-5 · Cited by 50 · see citing works
Chandler in a Larger Frame: Markets, Transaction Costs, and Organizational Form in History
Langlois, R. N. (2004) · Enterprise & Society · doi:10.1093/es/khh055 · Cited by 50 · see citing works
Pitelis, C. (2022) · Journal of International Business Studies · doi:10.1057/s41267-022-00518-6 · Cited by 46 · see citing works
Entrepreneurship in the Theory of the Firm
Auerswald, P. E. (2007) · Small Business Economics · doi:10.1007/s11187-006-9023-0 · Cited by 46 · see citing works
O’Sullivan, M. A., & Graham, M. B. W. (2010) · Journal of Management Studies · doi:10.1111/j.1467-6486.2010.00923.x · Cited by 43 · see citing works
Knowledge-related asymmetries in strategic alliances
Cimon, Y. (2004) · Journal of Knowledge Management · doi:10.1108/13673270410541015 · Cited by 43 · see citing works
Hierarchies, Knowledge, and Power Inside Organizations
Giovanni Dosi, A., Luigi Marengo, B., & Virgillito, M. E. (2021) · Strategy Science · doi:10.1287/stsc.2021.0136 · Cited by 41 · see citing works
A co-evolutionary analysis of longevity: Pakhoed and its predecessors
van Driel, H., Volberda, H., Eikelboom, S., et al. (2015) · Business History · doi:10.1080/00076791.2015.1026261 · Cited by 39 · see citing works
Keneley, M. J. (2009) · Business History · doi:10.1080/00076790902726608 · Cited by 39 · see citing works
Diez, J. R., & Berger, M. (2005) · Environment and Planning A Economy and Space · doi:10.1068/a3733 · Cited by 39 · see citing works
The Comparative Advantage of Firms
Boehm, J., Dhingra, S., & Morrow, J. (2022) · Journal of Political Economy · doi:10.1086/720630 · Cited by 39 · see citing works
Alfred Chandler, Founder of Strategy: Lost Tradition and Renewed Inspiration
Whittington, R. (2008) · The Business History Review · doi:10.1017/s0007680500062760 · Cited by 39 · see citing works
Accounting changes and beyond budgeting principles (BBP) in the public sector
Alsharari, N. M. (2019) · International Journal of Public Sector Management · doi:10.1108/ijpsm-10-2018-0217 · Cited by 38 · see citing works
Casson, M., & Godley, A. (2007) · Journal of Management Studies · doi:10.1111/j.1467-6486.2007.00723.x · Cited by 38 · see citing works
Network cohesion in global expansion: An evolutionary view
Hatani, F., & McGaughey, S. L. (2012) · Journal of World Business · doi:10.1016/j.jwb.2012.09.002 · Cited by 37 · see citing works
Efficiency gains within firms under voluntary environmental initiatives
Paton, B. (2001) · Journal of Cleaner Production · doi:10.1016/s0959-6526(00)00068-8 · Cited by 37 · see citing works
Bucheli, M., Mahoney, J. T., & Vaaler, P. M. (2010) · Journal of Management Studies · doi:10.1111/j.1467-6486.2010.00927.x · Cited by 35 · see citing works
How Supplier Economies of Scale Drive Supplier Selection Decisions
Badorf, F., Wagner, S. M., Hoberg, K., & Papier, F. (2019) · Journal of Supply Chain Management · doi:10.1111/jscm.12203 · Cited by 35 · see citing works
Towards a social theory of the firm: Worker cooperatives reconsidered
Thompson, S. (2015) · Journal of Co-operative Organization and Management · doi:10.1016/j.jcom.2015.02.002 · Cited by 35 · see citing works
The governance of innovative firms: An evolutionary perspective
Krafft, J., & Ravix, J. (2005) · Economics of Innovation and New Technology · doi:10.1080/1043859042000226248 · Cited by 33 · see citing works
The Recursive Nature of Institutional Change
Clemente, M., Durand, R., & Roulet, T. J. (2017) · Journal of Management Inquiry · doi:10.1177/1056492616656408 · Cited by 32 · see citing works
Management accounting change and the implementation of GFMIS: a Jordanian case study
Alsharari, N. M., & Youssef, M. A. E.-A. (2017) · Asian Review of Accounting · doi:10.1108/ara-06-2016-0062 · Cited by 31 · see citing works
Industrial revolutions and the evolution of the firm's organization: an historical perspective
Kapás, J. (2008) · Journal of Innovation Economics & Management · doi:10.3917/jie.002.0015 · Cited by 29 · see citing works
Fernandes, A. A. R., & Solimun, S. (2017) · International Journal of Law and Management · doi:10.1108/ijlma-10-2016-0087 · Cited by 29 · see citing works
Tashman, P., Marano, V., & Babin, J. (2019) · International Business Review · doi:10.1016/j.ibusrev.2019.03.003 · Cited by 28 · see citing works
Whatever happened to Marshall's industrial economics?
Raffaelli, T. (2004) · European Journal of the History of Economic Thought · doi:10.1080/0967256042000209251 · Cited by 28 · see citing works
Guichardaz, R., Bach, L., & Pénin, J. (2019) · Industry and Innovation · doi:10.1080/13662716.2018.1561357 · Cited by 27 · see citing works
Genetic Information in Agricultural Productivity and Product Development
Hennessy, D. A., Miranowski, J., & Babcock, B. A. (2004) · American Journal of Agricultural Economics · doi:10.1111/j.0092-5853.2004.00563.x · Cited by 27 · see citing works
The stagflation crisis and the European automotive industry, 1973–85
Vidal, J. C. (2016) · Business History · doi:10.1080/00076791.2016.1237505 · Cited by 26 · see citing works
Mating Market and Dynamics of Union Formation
Corti, G., & Scherer, S. (2021) · European Journal of Population / Revue européenne de Démographie · doi:10.1007/s10680-021-09592-2 · Cited by 25 · see citing works
Innovation’s dynamics in mobile phone services in France
Hamdouch, A., & Samuelides, E. (2001) · European Journal of Innovation Management · doi:10.1108/eum0000000005670 · Cited by 25 · see citing works
Stock market reactions to entry mode choices of multinational hotel firms
Graf, N. S. (2008) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2008.08.002 · Cited by 24 · see citing works
Cultural Imprinting, Institutions, and the Organization of New Firms
Waguespack, D. M., Dunford, E. T., & Birnir, J. K. (2018) · Strategy Science · doi:10.1287/stsc.2018.0056 · Cited by 24 · see citing works
Hilliard, R., & Jacobson, D. S. (2010) · Regional Studies · doi:10.1080/00343404.2010.505916 · Cited by 24 · see citing works
Technological upgrading in Taiwan's TFT-LCD industry: signs of a deeper absorptive capacity?
Chuang, Y.-S., & Hobday, M. (2013) · Technology Analysis and Strategic Management · doi:10.1080/09537325.2013.832748 · Cited by 23 · see citing works
Rönnbäck, K. (2016) · Business History · doi:10.1080/00076791.2016.1156087 · Cited by 23 · see citing works
The evolution of strategic corporate social responsibility
Caulfield, P. (2013) · EuroMed Journal of Business · doi:10.1108/emjb-05-2013-0030 · Cited by 22 · see citing works
Managerial knowledge to organisational capability: new e‐commerce businesses
Bakhru, A. (2004) · Journal of Intellectual Capital · doi:10.1108/14691930410533731 · Cited by 22 · see citing works
Internal Versus External Labour Flexibility: The Role of Knowledge Codification
Caroli, È. (2007) · National Institute Economic Review · doi:10.1177/0027950107083056 · Cited by 22 · see citing works
The processes of accounting changes as emerging from public and fiscal reforms
Alsharari, N. M., & Abougamos, H. (2017) · Asian Review of Accounting · doi:10.1108/ara-01-2016-0007 · Cited by 21 · see citing works
Scale And Scope In Technology: Large Firms 1930/1990
Fai, F., & von Tunzelmann, N. (2001) · Economics of Innovation and New Technology · doi:10.1080/10438590100000011 · Cited by 20 · see citing works
Acciones competitivas y desempeño organizacional en la perspectiva dinámica competitiva
Miranda-Torrez, J. (2021) · Investigación Administrativa · doi:10.35426/iav50n127.10 · Cited by 20 · see citing works
Meiseberg, B., & Ehrmann, T. (2012) · Managerial and Decision Economics · doi:10.1002/mde.2590 · Cited by 20 · see citing works
Institutional path dependence and international research intensity
Goel, R. K., & Saunoris, J. W. (2015) · Economic Modelling · doi:10.1016/j.econmod.2015.10.021 · Cited by 20 · see citing works
Alsharari, N. M. (2022) · Asian Review of Accounting · doi:10.1108/ara-02-2022-0037 · Cited by 19 · see citing works
Hilliard, R. (2004) · Journal of Economic Issues · doi:10.1080/00213624.2004.11506712 · Cited by 19 · see citing works
Companies' insolvency and ‘the nature of the firm’ in Italy, 1920s–70s1
Martino, P. D., & Vasta, M. (2009) · The Economic History Review · doi:10.1111/j.1468-0289.2009.00481.x · Cited by 19 · see citing works
Can systems integration lead to improved performance? The role of strategic alliances
Geleilate, J.-M. G., Parente, R., & Talay, M. B. (2021) · Industrial Marketing Management · doi:10.1016/j.indmarman.2021.03.002 · Cited by 19 · see citing works
Alsharari, N. M., & Daniels, B. W. (2023) · Journal of Accounting & Organizational Change · doi:10.1108/jaoc-10-2021-0143 · Cited by 19 · see citing works
Developing complex-project capability through dynamic organizational learning
Ahern, T. C., Byrne, P. J., & Leavy, B. (2015) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-11-2014-0080 · Cited by 18 · see citing works
Innovation beyond technology: perspectives from Latin America
Zawislak, P. A., Tello‐Gamarra, J., Fracasso, E. M., et al. (2017) · Academia Revista Latinoamericana de Administración · doi:10.1108/arla-07-2017-0221 · Cited by 18 · see citing works
The determinants of Italian firms’ technological competencies and capabilities
Zoia, M. G., Barbieri, L., Cortelezzi, F., et al. (2018) · Eurasian economic review : · doi:10.1007/s40821-018-0103-2 · Cited by 18 · see citing works
Llonch, M. (2012) · Business History · doi:10.1080/00076791.2011.631115 · Cited by 18 · see citing works
Corporate Learning and Quality Control at the Bell System, 1877–1929
Miranti, P. J. (2005) · The Business History Review · doi:10.1017/s0007680500080193 · Cited by 18 · see citing works
Graph standardization and management accounting at AT&T during the 1920s
Chandar, N., Collier, D. M., & Miranti, P. J. (2012) · Accounting History · doi:10.1177/1032373211424889 · Cited by 18 · see citing works
Exploring disruptive technology: the structure and control of internal corporate ventures
Callaway, S. K., & Hamilton, R. D. (2006) · International journal of organizational analysis · doi:10.1108/10553180610742746 · Cited by 18 · see citing works
The root cause of economic growth under capitalism
Joffe, M. (2011) · Cambridge Journal of Economics · doi:10.1093/cje/beq054 · Cited by 17 · see citing works
The Diffusion of Accounting Innovations in the New Public Sector as Influenced by IMF Reforms
Alsharari, N. M. (2016) · International Journal of Actor-Network Theory and Technological Innovation · doi:10.4018/ijantti.2016100103 · Cited by 17 · see citing works
Measuring Food Policy Research Capacity: Indicators and TypologiesPreprint
Babu, S. C., & Dorosh, P. A. (2013) · SSRN Electronic Journal · doi:10.2139/ssrn.2251266 · Cited by 17 · see citing works
Zazo, J. I. G., & Sánchez‐Bueno, M. J. (2006) · Industrial and Corporate Change · doi:10.1093/icc/dtl012 · Cited by 17 · see citing works
Finch, J., MacMillan, F., & Simpson, G. S. (2002) · Research Policy · doi:10.1016/s0048-7333(01)00171-8 · Cited by 16 · see citing works
The rise of P2P ecosystem: a service logics amplifier for value co-creation
Simone, C., Sala, A. L., & Montella, M. M. (2017) · The TQM Journal · doi:10.1108/tqm-04-2017-0047 · Cited by 16 · see citing works
Toward a routine-based view of interfirm rivalry
Luoma, J. S., Laamanen, T. M. M., & Lamberg, J. (2020) · Strategic Organization · doi:10.1177/1476127020931359 · Cited by 16 · see citing works
Chandar, N., & Miranti, P. J. (2005) · Accounting History · doi:10.1177/103237320501000202 · Cited by 16 · see citing works
The use of local raw materials in beer brewing: Heineken in Nigeria
Akinyoade, A., Ekumankama, O. O., & Uche, C. U. (2016) · Journal of the Institute of Brewing · doi:10.1002/jib.383 · Cited by 15 · see citing works
The supply and demand of social systems: towards a systems theory of the firm
Valentinov, V., & Thompson, S. (2018) · Kybernetes · doi:10.1108/k-04-2018-0178 · Cited by 15 · see citing works
Diverse paths to industrial development: evidence from late-nineteenth-century Canada
Inwood, K. E., & Keay, I. (2012) · European Review of Economic History · doi:10.1093/ereh/hes004 · Cited by 15 · see citing works
Changement organisationnel et évolution des compétences
Abdallah, L. B., & Ammar-Mamlouk, Z. B. (2007) · La Revue des sciences de gestion/La Revue des sciences de gestion, Direction et gestion · doi:10.3917/rsg.226.0133 · Cited by 15 · see citing works
Renault in Spain: From assembly to manufacture, 1961–72
de Sevilla, T. F. (2010) · Business History · doi:10.1080/00076791003721985 · Cited by 15 · see citing works
Business groups and the natural state
Langlois, R. (2013) · Journal of Economic Behavior & Organization · doi:10.1016/j.jebo.2012.02.016 · Cited by 15 · see citing works
Cooke, F. L., & Wood, G. (2023) · The International Journal of Human Resource Management · doi:10.1080/09585192.2023.2252316 · Cited by 14 · see citing works
How to Articulate Beyond GDP and Businesses’ Social and Environmental Indicators?
Malay, O. E. (2021) · Social Indicators Research · doi:10.1007/s11205-020-02583-6 · Cited by 14 · see citing works
Timmer, M. P., Veenstra, J., & Woltjer, P. J. (2016) · The Journal of Economic History · doi:10.1017/s0022050716000760 · Cited by 14 · see citing works
The dynamic chain of innovation: bounded capabilities and complementarity in agribusiness
Zawislak, P. A., Reichert, F. M., Barbieux, D., et al. (2022) · Journal of Agribusiness in Developing and Emerging Economies · doi:10.1108/jadee-04-2021-0096 · Cited by 14 · see citing works
The Project-Based Firm: A Theoretical Framework for Building Dynamic Capabilities
Hermano, V., & Martín‐Cruz, N. (2020) · Sustainability · doi:10.3390/su12166639 · Cited by 14 · see citing works
Entrepreneurship and Capabilities in a “Beginner” Oil Multinational: The Case of ENI
Pozzi, D. (2010) · The Business History Review · doi:10.1017/s0007680500002609 · Cited by 14 · see citing works
Chandar, N., & Miranti, P. J. (2009) · Accounting and Business Research · doi:10.1080/00014788.2009.9663373 · Cited by 14 · see citing works
MANAGING DISRUPTIVE TECHNOLOGY — INTERNET BANKING VENTURES FOR TRADITIONAL BANKS
Callaway, S. K., & Hamilton, R. D. (2008) · International Journal of Innovation and Technology Management · doi:10.1142/s0219877008001242 · Cited by 14 · see citing works
Corporations as agents of social change: A case study of diversity at Cummins Inc.
Reed, H. (2017) · Business History · doi:10.1080/00076791.2016.1255196 · Cited by 14 · see citing works
Learning: What and How? An Empirical Study of Adjustments in Workplace Organization Structure
Ben‐Ner, A., & Lluis, S. (2010) · Industrial Relations A Journal of Economy and Society · doi:10.1111/j.1468-232x.2010.00626.x · Cited by 13 · see citing works
The kinetics of capital formation and economic organisation
Endres, A. M., & Harper, D. A. (2012) · Cambridge Journal of Economics · doi:10.1093/cje/bes002 · Cited by 13 · see citing works
Miranti, P. J. (2002) · The Business History Review · doi:10.2307/4127708 · Cited by 12 · see citing works
Vidal, J. C., & Ramón-Muñoz, R. (2013) · Enterprise & Society · doi:10.1093/es/kht019 · Cited by 12 · see citing works
Intellectual Property Right Regimes, Firms and the Commodification of KnowledgePreprint
Coriat, B., & Weinstein, O. (2009) · SSRN Electronic Journal · doi:10.2139/ssrn.1440866 · Cited by 12 · see citing works
Alfred Marshall on big business
Kerstenetzky, J. (2009) · Cambridge Journal of Economics · doi:10.1093/cje/bep016 · Cited by 12 · see citing works
Globalization, Development, and History in the Work of Edith Penrose
Pitelis, C. N. (2011) · The Business History Review · doi:10.1017/s0007680511000031 · Cited by 12 · see citing works
Integration: the firm and the health care sector
Laugesen, M., & France, G. (2014) · Health Economics Policy and Law · doi:10.1017/s1744133114000139 · Cited by 11 · see citing works
Belenzon, S., Lee, H., & Patacconi, A. (2023) · Strategic Management Journal · doi:10.1002/smj.3531 · Cited by 11 · see citing works
Pitelis, C. N. (2022) · Cambridge Journal of Economics · doi:10.1093/cje/beac042 · Cited by 11 · see citing works
Global Corporate Ventures: A New Trend of International Corporate Entrepreneurship
Callaway, S. K. (2008) · Multinational Business Review · doi:10.1108/1525383x200800011 · Cited by 11 · see citing works
INSIDE THE DYNAMICS OF INDUSTRIAL CAPITALISM: THE MASS PRODUCTION OF CARS IN SPAIN, 1950-1985
Fernández-de-Sevilla, T. (2014) · Revista de Historia Económica / Journal of Iberian and Latin American Economic History · doi:10.1017/s0212610914000093 · Cited by 11 · see citing works
The organisational factor and the growth of firms
Traù, F. (2016) · Cambridge Journal of Economics · doi:10.1093/cje/bev082 · Cited by 10 · see citing works
Profits and Fractal Properties: Notes on Marx, Countertendencies and Simulation Models
Ribeiro, L. C., de Deus, L. G., Loureiro, P. M., et al. (2017) · Review of Political Economy · doi:10.1080/09538259.2016.1265823 · Cited by 10 · see citing works
The role of socio-historic factors and income inequality in global innovation
Goel, R. K., & Saunoris, J. W. (2021) · Economics of Innovation and New Technology · doi:10.1080/10438599.2021.1959326 · Cited by 10 · see citing works
Human asset specificity, physical asset specificity, and direct distribution
Takata, H., & Parry, M. E. (2022) · Industrial Marketing Management · doi:10.1016/j.indmarman.2022.06.018 · Cited by 10 · see citing works
‘Size revolution’: the industrial foundations of the Italian clothing business
Merlo, E. (2015) · Business History · doi:10.1080/00076791.2014.992336 · Cited by 10 · see citing works
Patterns and evolution of consumer debt: evidence from latent transition models
Białowolski, P. (2018) · Quality & Quantity · doi:10.1007/s11135-018-0759-9 · Cited by 10 · see citing works
Zornoza, C. C., & Villar‐López, A. (2010) · Cuadernos de Economía y Dirección de la Empresa · doi:10.1016/s1138-5758(10)70026-8 · Cited by 10 · see citing works
Worker Cooperatives in the Theory of the Firm: Marx and Veblen on Technological Determinism
Thompson, S. (2016) · Journal of Economic Issues · doi:10.1080/00213624.2016.1249743 · Cited by 10 · see citing works
Editorial: re-introducing evolutionary theory to business history: making sense of today's structure
Quinn, J. (2015) · Business History · doi:10.1080/00076791.2015.1021244 · Cited by 10 · see citing works
Watts, A. D., & Hamilton, R. D. (2011) · The Journal of High Technology Management Research · doi:10.1016/j.hitech.2011.09.001 · Cited by 10 · see citing works
Callaway, S. K. (2006) · The Journal of High Technology Management Research · doi:10.1016/j.hitech.2006.05.001 · Cited by 9 · see citing works
Caravella, S., Crespi, F., Guarascio, D., et al. (2020) · Economics of Innovation and New Technology · doi:10.1080/10438599.2020.1853013 · Cited by 9 · see citing works
The (Strategic) Make-or-Buy-or-Cooperate Decisions of the FirmPreprint
Sousa, F. J. (2012) · SSRN Electronic Journal · doi:10.2139/ssrn.2141714 · Cited by 9 · see citing works
Micro-determinants of vertical integration: Evidence from China
Huang, D. F., & Liu, L. (2013) · Asia Pacific Journal of Management · doi:10.1007/s10490-012-9338-0 · Cited by 9 · see citing works
Grassi, R. A. (2006) · Estudos Econômicos (São Paulo) · doi:10.1590/s0101-41612006000300007 · Cited by 9 · see citing works
The Ontology of Economic Things
Lipartito, K. J. (2020) · Enterprise & Society · doi:10.1017/eso.2020.42 · Cited by 8 · see citing works
Bertilorenzi, M., Ruano‐Borbalan, J., & Coq, M. L. (2017) · Journal of Innovation Economics & Management · doi:10.3917/jie.022.0057 · Cited by 8 · see citing works
The role of corporations in economic development: Albania on its way to internationalisation
Prašnikar, J., Memaj, F., Redek, T., et al. (2013) · Post-Communist Economies · doi:10.1080/14631377.2013.813143 · Cited by 8 · see citing works
Gewinnung und Bindung von Vorständen im Sportverein
Thieme, L., Liebetreu, T., & Wallrodt, S. (2017) · German Journal of Exercise and Sport Research · doi:10.1007/s12662-017-0444-5 · Cited by 8 · see citing works
KNOWLEDGE AND ORGANISATION STRATEGIES IN INNOVATION SYSTEMS
Werker, C. (2001) · International Journal of Innovation Management · doi:10.1142/s1363919601000300 · Cited by 8 · see citing works
Production of commodities by means of processes
Morroni, M. (2013) · Structural Change and Economic Dynamics · doi:10.1016/j.strueco.2013.11.002 · Cited by 8 · see citing works
Coordination, marché et organisation. Essai sur l'efficacité et la stabilité des économies de marché
Gaffard, J.-L. (2003) · Revue de l'OFCE/La Revue de l'OFCE · doi:10.3917/reof.085.0235 · Cited by 8 · see citing works
Antonelli, C., Nicola, C., & Fassio, C. (2013) · The Journal of Technology Transfer · doi:10.1007/s10961-013-9304-0 · Cited by 8 · see citing works
Une approche cognitive du rôle des sociétés de capital-investissement dans la formation d’alliances
Burkhardt, K. (2016) · Finance Contrôle Stratégie · doi:10.4000/fcs.1820 · Cited by 8 · see citing works
Sanidas, E. (2006) · The Journal of Socio-Economics · doi:10.1016/j.socec.2005.11.017 · Cited by 8 · see citing works
Corporate strategy in the Anthropocene: German electricity utilities and the nuclear sudden stop
Ferguson‐Cradler, G. (2022) · Ecological Economics · doi:10.1016/j.ecolecon.2021.107315 · Cited by 8 · see citing works
Division du travail cognitif et quasi-marchés de la connaissance
Guilhon, B. (2008) · Revue économique · doi:10.3917/reco.592.0241 · Cited by 7 · see citing works
Explaining Outsourcing FailurePreprint
Hecker, A., & Kohleick, H. (2006) · SSRN Electronic Journal · doi:10.2139/ssrn.939411 · Cited by 7 · see citing works
The Labour Demand of Firms: An Alternative Conception Based on the Capabilities Approach
Fernández‐Huerga, E. (2018) · Cambridge Journal of Economics · doi:10.1093/cje/bey013 · Cited by 7 · see citing works
Organizational and Spatial Determinants of the Multi-unit Firm: Evidence from French Industry
Galliano, D., & Soulié, N. (2011) · Regional Studies · doi:10.1080/00343404.2010.534777 · Cited by 7 · see citing works
Suurna, M. (2011) · Journal of Commercial Biotechnology · doi:10.1057/jcb.2010.34 · Cited by 7 · see citing works
Tzeng, C.-H. (2011) · Technology in Society · doi:10.1016/j.techsoc.2011.09.005 · Cited by 7 · see citing works
Winder, G. M. (2001) · Economic Geography · doi:10.1111/j.1944-8287.2001.tb00157.x · Cited by 7 · see citing works
Le management de l’urgence dans les organisations ? Les réponses apportées par Napoléon Bonaparte
Mériade, L., & Sales, J.-M. (2020) · Revue internationale de Psychosociologie · doi:10.3917/rips1.064.0165 · Cited by 6 · see citing works
“The Nature of the Firm”—and the Eternal Life of the Brand
Lopes, T. D. S. (2019) · Enterprise & Society · doi:10.1017/eso.2019.63 · Cited by 6 · see citing works
Organizational boundaries of medical practice: the case of physician ownership of ancillary services
Schneider, J. E., Ohsfeldt, R. L., Scheibling, C. M., & Jeffers, S. (2012) · Health Economics Review · doi:10.1186/2191-1991-2-7 · Cited by 6 · see citing works
Doessel, D. P., Williams, R., & Whiteford, H. (2009) · Australian Journal of Public Administration · doi:10.1111/j.1467-8500.2009.00651.x · Cited by 6 · see citing works
McLean, T., & McGovern, T. (2017) · The British Accounting Review · doi:10.1016/j.bar.2017.01.002 · Cited by 6 · see citing works
Keneley, M. J. (2008) · Accounting History · doi:10.1177/1032373208091530 · Cited by 6 · see citing works
Krafft, J. (2005) · L Actualité économique · doi:10.7202/010756ar · Cited by 6 · see citing works
Meyronin, B. A. D. T. (2003) · Revue d’Économie Régionale & Urbaine · doi:10.3917/reru.031.0153 · Cited by 6 · see citing works
Morroni, M. (2011) · Evolutionary and Institutional Economics Review · doi:10.14441/eier.8.159 · Cited by 5 · see citing works
Capabilities for service innovation: Bibliometric analysis and directions for future research
Crispim, R. T., Netto, C. D. O., Camboim, G. F., et al. (2022) · RAM. Revista de Administração Mackenzie · doi:10.1590/1678-6971/eramd220030.en · Cited by 5 · see citing works
Fevolden, A. M., & Grønning, T. (2010) · Industry and Innovation · doi:10.1080/13662716.2010.530840 · Cited by 5 · see citing works
A decisão de inovar e o movimento das capacidades dinâmicas
Tometich, P., Fracasso, E. M., Zen, A. C., et al. (2019) · Gestão & Produção · doi:10.1590/0104-530x-3627-19 · Cited by 5 · see citing works
O empresário na teoria econômica
de Paula, J. A., Cerqueira, H. E. A. D. G., & Albuquerque, E. D. M. E. (2004) · Brazilian Journal of Political Economy · doi:10.1590/0101-35172004-1605 · Cited by 5 · see citing works
Essoua, B. E. (2006) · Comptabilité - Contrôle - Audit · doi:10.3917/cca.123.0139 · Cited by 5 · see citing works
Les firmes multinationales face au risque climatique : sauver le capital en sauvant la terre ?
Lefèvre, M. (2004) · VertigO · doi:10.4000/vertigo.3549 · Cited by 5 · see citing works
The role of projects in shaping businesses capabilities and structure since the 1960s
Nygaard, P., Erlien, T. H., & Malonæs, T. P. (2023) · Business History · doi:10.1080/00076791.2023.2204230 · Cited by 5 · see citing works
Ritson, P. A., & Parker, L. D. (2016) · Journal of Management History · doi:10.1108/jmh-02-2016-0011 · Cited by 4 · see citing works
Flagged first, then by citations
Research works printed but not linked: 1
- Winter S., 1988, Journal of Law, Economics and Organization, 4, 163
Cited by
Sorted by citations
Evolutionary Theorizing in Economics
Nelson, R. R., & Winter, S. G. (2002) · The Journal of Economic Perspectives · doi:10.1257/0895330027247 · Cited by 1,202 · see citing works
Toward a Comparative Institutional Analysis
Aoki, M. (2002) · Journal of Institutional and Theoretical Economics JITE · doi:10.1628/0932456022975150 · Cited by 1,195 · see citing works
Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure
Felin, T., Foss, N. J., Heimeriks, K. H., & Madsen, T. L. (2012) · Journal of Management Studies · doi:10.1111/j.1467-6486.2012.01052.x · Cited by 1,140 · see citing works
“Scholars also might suggest that the roots extend to Barnard, (1938(68)), Chandler (1992), Leonard-Barton (1995), March and Simon (1958), Weick, (1969(79)).”
Christensen, C. M., & Rosenbloom, R. S. (1995) · Research Policy · doi:10.1016/0048-7333(93)00764-k · Cited by 1,053 · see citing works
Embedded ties and the acquisition of competitive capabilities
McEvily, B., & Marcus, A. A. (2005) · Strategic Management Journal · doi:10.1002/smj.484 · Cited by 833 · see citing works
“Similarly, Chandler (1992) argues that the knowledge and skills underlying capabilities are ‘developed by learning through trial and error, feedback and evaluation’ as managers solve problems such as launching new products and scaling up production processes.”
BackgroundThe management of resources and the resource of management
Mahoney, J. T. (1995) · Journal of Business Research · doi:10.1016/0148-2963(94)00060-r · Cited by 776 · see citing works
“…perceptions and hence the direction of growth seems productive services, and these, together with the changing to be an underdeveloped idea in the resource-based approach knowledge of management, create unique productive opportuand is addressed in section 2. nities for each firm (Chandler, 1992).”
BackgroundThe vanishing hand: the changing dynamics of industrial capitalism
Langlois, R. N. (2003) · Industrial and Corporate Change · doi:10.1093/icc/12.2.351 · Cited by 738 · see citing works
Technical Change and Industrial Dynamics as Evolutionary Processes
Giovanni Dosi, A., & Nelson, R. R. (2010) · Handbook of the economics of innovation · doi:10.1016/s0169-7218(10)01003-8 · Cited by 609 · see citing works
“(Among economists and economic historians, the list includes many contributors to the SYS synthesis, cited earlier and also Chandler, 1992; Chandler and Galambos, 1970; Mokyr, 1990 and 2002; Metcalfe, 1994, 1998, and 2005b; Ziman, 2000).15 In a broad sense, the process is evolutionary meaning at…”
BackgroundMadhok, A. (2002) · Strategic Management Journal · doi:10.1002/smj.247 · Cited by 600 · see citing works
“Considering that the bulk of economic activity is carried out by firms (Coase, 1937; Simon, 1991), the market, for the most part, is an implicit and abstract representation of other firms (Demsetz, 1988; Chandler, 1992; Coase, 1937; Simon 1991).”
BackgroundKnowledge-Based Approaches to the Theory of the Firm: Some Critical Comments
Foss, N. J. (1996) · Organization Science · doi:10.1287/orsc.7.5.470 · Cited by 589 · see citing works
Citizenship, Identity and Social History
Tilly, C. (1995) · International Review of Social History · doi:10.1017/s0020859000113586 · Cited by 561 · see citing works
The Competitiveness of Firms and Regions
Maskell, P., & Malmberg, A. (1999) · European Urban and Regional Studies · doi:10.1177/096977649900600102 · Cited by 558 · see citing works
“Gradually a knowledge-based economy (OECD, 1996) is materializing, where the competitive edge of many firms has shifted from static price competition towards dynamic improvement, favouring those who can create knowledge faster than their competitors (Porter, 1990; Chandler, 1992).”
BackgroundCapabilities and Governance: The Rebirth of Production in the Theory of Economic Organization
Langlois, R. N., & Foss, N. J. (1999) · Kyklos · doi:10.1111/j.1467-6435.1999.tb01442.x · Cited by 561 · see citing works
THE SIMPLICITY OF COMPETITIVE REPERTOIRES: AN EMPIRICAL ANALYSIS
Miller, D., & Chen, M. (1996) · Strategic Management Journal · doi:10.1002/(sici)1097-0266(199606)17:6 · Cited by 449 · see citing works
A capability theory of the firm: an economics and (Strategic) management perspective
Teece, D. (2019) · New Zealand Economic Papers · doi:10.1080/00779954.2017.1371208 · Cited by 381 · see citing works
“25 After briefly adopting transaction costs as one of his theoretical frameworks, Chandler switched to capabilities (Chandler, 1992).”
BackgroundMethodBeyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities
Salvato, C., & Rerup, C. (2010) · Journal of Management · doi:10.1177/0149206310371691 · Cited by 421 · see citing works
“…capabilities and routines are dispersed across multiple areas (Becker, 2008; Dosi et al., 2000), including accounting (Burns, 2000), manufacturing (Tranfield & Smith, 1998), mechanical design (Chung, Kwon, & Pentland, 2002), business history (Chandler, 1992), and political science (McKeown, 2001).”
BackgroundNew Institutional EconomicsPreprint
Klein, P. G. (1998) · SSRN Electronic Journal · doi:10.2139/ssrn.115811 · Cited by 499 · see citing works
“This knowledge is considered technologically inseparable; it is firm-specific, not transaction-specific and thus helps determine the boundary of the firm (Chandler, 1992).”
BackgroundEconomic Foundations of Strategy
Mahoney, J. T. (2005) · Sage eBooks · doi:10.4135/9781452229850 · Cited by 360 · see citing works
Antecedents and Performance Implications of Channel Integration in Foreign Markets
Aulakh, P. S., & Kotabe, M. “. (1997) · Journal of International Business Studies · doi:10.1057/palgrave.jibs.8490096 · Cited by 333 · see citing works
Giovanni Dosi, A., Faillo, M., & Luigi Marengo, B. (2008) · Organization Studies · doi:10.1177/0170840608094775 · Cited by 334 · see citing works
Best, M. H. (2001) · doi:10.1093/0198297459.001.0001 · Cited by 334 · see citing works
STRATEGIC HUMAN RESOURCE MANAGEMENT WITHIN A RESOURCE‐CAPABILITY VIEW OF THE FIRM*
Kamoche, K. N. (1996) · Journal of Management Studies · doi:10.1111/j.1467-6486.1996.tb00158.x · Cited by 332 · see citing works
A transaction cost approach to outsourcing behavior: Some empirical evidence
Aubert, B. A., Rivard, S., & Patry, M. (1996) · Information & Management · doi:10.1016/0378-7206(95)00045-3 · Cited by 320 · see citing works
Innovation Capability: From Technology Development to Transaction Capability
Zawislak, P. A., Alves, A. C., Tello‐Gamarra, J., Barbieux, D., & Reichert, F. M. (2012) · Journal of technology management & innovation · doi:10.4067/s0718-27242012000200002 · Cited by 303 · see citing works
The organisation of capabilities
Loasby, B. J. (1998) · Journal of Economic Behavior & Organization · doi:10.1016/s0167-2681(98)00056-0 · Cited by 297 · see citing works
Technological Innovation and the Theory of the Firm
Teece, D. J. (2010) · Handbook of the economics of innovation · doi:10.1016/s0169-7218(10)01016-6 · Cited by 327 · see citing works
Dow, G. K. (2003) · Cambridge University Press eBooks · doi:10.1017/cbo9780511615849 · Cited by 279 · see citing works
Organizations, firms and institutions in the generation of innovation
Coriat, B., & Weinstein, O. (2002) · Research Policy · doi:10.1016/s0048-7333(01)00141-x · Cited by 273 · see citing works
“• The first is that the strength of organizational approaches is to allow the recognition of the fact that firms “are the primary instruments in capitalist economies for the production and distribution of currents goods and services and for the planning and allocation for future production and distribution” (Chandler,…”
BackgroundTowards a capability theory of (innovating) firms: implications for management and policy
Teece, D. J. (2016) · Cambridge Journal of Economics · doi:10.1093/cje/bew063 · Cited by 273 · see citing works
Autio, E., George, G., & Alexy, O. T. (2011) · Entrepreneurship Theory and Practice · doi:10.1111/j.1540-6520.2010.00421.x · Cited by 268 · see citing works
“Chandler’s (1992) work on organizational change also refers to “learned routines”; he surmises that change processes are based primarily on organizational responses to events by experimenting with new actions which, if successful, become routinized.”
BackgroundCorporate portal: a tool for knowledge management synchronization
Benbya, H., Passıante, G., & Belbaly, N. A. (2004) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2003.12.012 · Cited by 268 · see citing works
“This perspective builds upon and extends the resource-based view (RBV) of the firm initially promoted by Penrose (1959) and expanded by others (Barney, 1986; Chandler, 1992; Prahalad & Hamel, 1990; Teece, Pisano, & Shuen, 1997).”
BackgroundExplicating the dynamics of project capabilities
Davies, A. C., & Brady, T. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.04.006 · Cited by 269 · see citing works
“…help firms achieve competitive advantage by modifying or creating new lower-level operational capabilities and routines to address changing environmental conditions (Nelson and Winter, 1982; Chandler, 1992; Teece et al, 1997; Zollo and Winter, 2002; Helfat and Peteraf, 2003; Teece, 2007 & 2010).”
BackgroundKetata, I., Sofka, W., & Grimpe, C. (2014) · R and D Management · doi:10.1111/radm.12052 · Cited by 264 · see citing works
Learning and Adaptation in Decentralised Business Networks
Amin, A., & Cohendet, P. S. (1999) · Environment and Planning D Society and Space · doi:10.1068/d170087 · Cited by 259 · see citing works
Transaction Cost and Resource-Based Explanations of Joint Ventures: A Comparison and Synthesis
Tsang, E. W. (2000) · Organization Studies · doi:10.1177/0170840600211004 · Cited by 268 · see citing works
Avoiding Competence Substitution Through Knowledge Sharing
McEvily, S. K., Das, S. S., & McCabe, K. (2000) · Academy of Management Review · doi:10.5465/amr.2000.3312917 · Cited by 232 · see citing works
Coriat, B., & Giovanni Dosi, A. (1999) · doi:10.1093/0198296045.003.0006 · Cited by 210 · see citing works
Social Movements as Historically Specific Clusters of Political Performances
Tilly, C. (1993) · Berkeley journal of sociology · Cited by 211 · see citing works
A new paradigm for economic analysis?
Wilkinson, J. R. (1997) · Economy and Society · doi:10.1080/03085149700000017 · Cited by 210 · see citing works
Strategies for business model innovation: How firms reel in migrating value
Hacklin, F., Björkdahl, J., & Wallin, M. W. (2017) · Long Range Planning · doi:10.1016/j.lrp.2017.06.009 · Cited by 214 · see citing works
“Although not harmful at the outset, when complexity starts to escalate and grow rapidly, it leads to worsened organizational performance due to coordination costs (Chandler, 1962, 1992; Penrose, 1959).”
BackgroundTechnological paradigms, patterns of learning and development: an introductory roadmap
Cimoli, M., & Giovanni Dosi, A. (1996) · Physica-Verlag eBooks · doi:10.1007/978-3-642-48870-2_5 · Cited by 201 · see citing works
The (new) nature and essence of the firm
Pitelis, C. N., & Teece, D. J. (2009) · European Management Review · doi:10.1057/emr.2009.1 · Cited by 200 · see citing works
“(p.24) In addition, “The coordinating and resource allocating activities performed by managers shape markets as much as markets shape the business enterprise (Chandler, 1992; Simon, 1993).”
BackgroundThe Future of Purchasing and Supply Management Research: About Relevance and Rigor
van Weele, A. J., & van Raaij, E. M. (2013) · Journal of Supply Chain Management · doi:10.1111/jscm.12042 · Cited by 198 · see citing works
“Backward integration was a strategy followed to secure basic materials needs (Chandler, 1992).”
Technological paradigms, patterns of learning and development: An introductory roadmap
Cimoli, M., & Giovanni Dosi, A. (1995) · Journal of Evolutionary Economics · doi:10.1007/bf01198306 · Cited by 186 · see citing works
“As thoroughly argued by Chandler himself, this organizational dynamics can be interpreted as an evolutionary story of competence accumulation and development of specific organizational routines ( Chandler (1992b) ).”
BackgroundInfluentialThe Future Challenges of Business: Rethinking Management Education
Schoemaker, P. J. H. (2008) · California Management Review · doi:10.2307/41166448 · Cited by 160 · see citing works
Governing the firm workers' control in theory and practice
Dow, G. K. (2003) · Cited by 164 · see citing works
Capabilities and the Theory of the FirmPreprint
Foss, N. J. (1998) · SSRN Electronic Journal · doi:10.2139/ssrn.66788 · Cited by 156 · see citing works
Industrial geography: location and learning
Malmberg, A. (1997) · Progress in Human Geography · doi:10.1191/030913297666600949 · Cited by 155 · see citing works
The evolution of science-based business: innovating how we innovate
Pisano, G. P. (2010) · Industrial and Corporate Change · doi:10.1093/icc/dtq013 · Cited by 151 · see citing works
Modeling the Transition to a New Economy: Lessons from Two Technological Revolutions
Atkeson, A. G., & Kehoe, P. J. (2007) · American Economic Review · doi:10.1257/aer.97.1.64 · Cited by 157 · see citing works
Co-opetition and knowledge transfer
Loebbecke, C., van Fenema, P. C., & Powell, P. L. (1999) · ACM SIGMIS Database the DATABASE for Advances in Information Systems · doi:10.1145/383371.383373 · Cited by 148 · see citing works
“Chandler (1992) distinguishes these on the basis of the unit of analysis: "1 am convinced that the unit of analysis must be the firm, rather than the transaction or contractual relations entered into by the firm [p. 99] ....”
BackgroundWitt, U. (2000) · Industrial and Corporate Change · doi:10.1093/icc/9.4.733 · Cited by 152 · see citing works
“5 This is, apparently, not even the general presumption where it would most easily be accepted: in business history, see Chandler (1992). death, i.e. the ‘unfolding’ of a basically fixed construction plan contained in the organism’s genetic program.”
BackgroundPettus, M. L. (2001) · Academy of Management Journal · doi:10.2307/3069420 · Cited by 151 · see citing works
New business histories! Plurality in business history research methods
Decker, S., Kipping, M., & Wadhwani, R. (2015) · Business History · doi:10.1080/00076791.2014.977870 · Cited by 127 · see citing works
Higher-order industrial Capabilities and competitive advantage
Foss, N. J. (1996) · Journal of Industry Studies · doi:10.1080/13662719600000001 · Cited by 145 · see citing works
The Essence of the Modern Corporation: Markets, Strategic Decision‐Making and the Theory of the Firm
Cowling, K., & Sugden, R. (1998) · Manchester School · doi:10.1111/1467-9957.00089 · Cited by 141 · see citing works
Experience and scale and scope economies: Trade-offs and performance in development.
Macher, J., & Boerner, C. S. (2006) · Strategic Management Journal · doi:10.1002/smj.540 · Cited by 150 · see citing works
“Our results therefore extend the work of Henderson and Cockburn (1996) and others ( Chandler, 1992; Teece, 1980), who suggest that one of the most important determinants of scope in R&D-intensive industries is the opportunity to take advantage of intra-firm spillovers of knowledge within closely related technological…”
ResultKnowledge exploitation, knowledge exploration, and competency trap
Liu, W. (2006) · Knowledge and Process Management · doi:10.1002/kpm.254 · Cited by 123 · see citing works
The Vanishing Hand: The Changing Dynamics of Industrial CapitalismPreprint
Langlois, R. N. (2001) · SSRN Electronic Journal · doi:10.2139/ssrn.285972 · Cited by 123 · see citing works
Understanding Technology Development
Lall, S. (1993) · Development and Change · doi:10.1111/j.1467-7660.1993.tb00502.x · Cited by 123 · see citing works
Griffiths, A., & Zammuto, R. F. (2005) · Academy of Management Review · doi:10.5465/amr.2005.18378880 · Cited by 119 · see citing works
The Evolution of Technologies: An Assessment of the State-of-the-Art
Giovanni Dosi, A., & Nelson, R. R. (2013) · Eurasian economic review : · doi:10.14208/bf03353816 · Cited by 116 · see citing works
Whitford, J. (2005) · doi:10.1093/acprof:oso/9780199286010.001.0001 · Cited by 111 · see citing works
Strategy, Economic Organization, and the Knowledge Economy
Foss, N. J. (2005) · doi:10.1093/0199240647.001.0001 · Cited by 109 · see citing works
The architecture and design of organizational capabilities
Jacobides, M. G. (2006) · Industrial and Corporate Change · doi:10.1093/icc/dtj009 · Cited by 120 · see citing works
DEVELOPING PROJECT COMPETENCE: EMPIRICAL REGULARITIES IN COMPETITIVE PROJECT OPERATIONS
Söderlund, J. (2005) · International Journal of Innovation Management · doi:10.1142/s1363919605001344 · Cited by 105 · see citing works
“In several ways recent contributions further the ideas of Clark and Fujimoto (1991) about the various rationales for project organising.”
BackgroundRetaining project management competence — Antecedents and consequences
Ekrot, B., Kock, A., & Gemünden, H. G. (2015) · International Journal of Project Management · doi:10.1016/j.ijproman.2015.10.010 · Cited by 103 · see citing works
“Key employees embody important competences and in the last three decades, researchers from strategic management and organizational theory stressed and analyzed the importance of human competencies and organizational capabilities to explain long-term business success (Chandler, 1992; Prahalad and Hamel, 1990; Teece and…”
BackgroundThe role of top management involvement in firms performing projects: A dynamic capabilities approach
Hermano, V., & Martín‐Cruz, N. (2016) · Journal of Business Research · doi:10.1016/j.jbusres.2016.01.041 · Cited by 100 · see citing works
Agarwal, R., Braguinsky, S., & Ohyama, A. (2019) · Strategic Management Journal · doi:10.1002/smj.3048 · Cited by 92 · see citing works
Söderlund, J., & Tell, F. (2009) · International Journal of Project Management · doi:10.1016/j.ijproman.2008.10.010 · Cited by 97 · see citing works
“A growing stream of literature in the 1990s, however, pointed out that the M-form was less effective in utilizing the core capabilities of the firm [49,50,12,46].”
BackgroundThorstein B. Veblen: Precursor of the Competence-Based Approach to the FirmPreprint
Foss, N. J. (1998) · SSRN Electronic Journal · doi:10.2139/ssrn.56285 · Cited by 94 · see citing works
Innovative Enterprise and Historical Transformation
Lazonick, W. H. (2002) · Enterprise & Society · doi:10.1093/es/3.1.3 · Cited by 112 · see citing works
The Transition to a New Economy After the Second Industrial RevolutionPreprint
Atkeson, A. G., & Kehoe, P. J. (2001) · doi:10.21034/wp.606 · Cited by 92 · see citing works
The Economics of Specialty Hospitals
Schneider, J. E., Miller, T. R., Ohsfeldt, R. L., et al. (2008) · Medical Care Research and Review · doi:10.1177/1077558708316687 · Cited by 91 · see citing works
“…to which firms organize and strengthen their “core business” has been shown to be an important determinant of organizational design, function, and performance (Chandler, 1990, 1992; Helfat et al., 2007; Teece, 1982; Teece & Pisano, 1994; Teece, Rumelt, Dosi, & Winter, 1994; Wruck & Jensen, 1994).”
BackgroundA review of contemporary innovation literature: A Schumpeterian perspective
Tzeng, C.-H. (2009) · Innovation · doi:10.5172/impp.11.3.373 · Cited by 88 · see citing works
“…Volume 11, Issue 3, December 2009 TABLE 2: THE CAPABILITY SCHOOL: ECONOMIC PERSPECTIVE Building-block ideas Authors cited Nature of innovation Chandler (1992) capability: Hounshell (1996) Institutionalized Jelinek (1979) Mowery, Rosenberg (1998) Nelson & Winter (1982) Teece (2007) Teece,…”
BackgroundKnowledge Acquisition and Learning in Dutch and Belgian SMEs:
Gils, A. E. J. V., & Zwart, P. S. (2004) · European Management Journal · doi:10.1016/j.emj.2004.09.031 · Cited by 88 · see citing works
“Research focuses on the creation and accumulation of some aggregates of resource named competencies (Prahalad and Hamel, 1990) or capabilities (Chandler, 1992).”
BackgroundBhatnagar, J. (2006) · The Learning Organization · doi:10.1108/09696470610679965 · Cited by 87 · see citing works
Usseiman, S. W. (1993) · Cited by 85 · see citing works
Tarragona, M. P. P., Scarpellini, S., Abadía, J. M. M., Gil, J. V., & Aranda‐Usón, A. (2018) · Sustainability · doi:10.3390/su10093161 · Cited by 91 · see citing works
Global Strategies in the Automobile Industry
Bélis-Bergouignan, M.-C., Bordenave, G., & Lung, Y. (2000) · Regional Studies · doi:10.1080/00343400050005871 · Cited by 82 · see citing works
The Process of Vertical Dis-Integration: An Evolutionary Perspective on Outsourcing
Mahnke, V. (2001) · Journal of Management & Governance · doi:10.1023/a:1014003229386 · Cited by 98 · see citing works
Ishikawa, I. (2007) · SSRN Electronic Journal · doi:10.2139/ssrn.982100 · Cited by 76 · see citing works
The Transition to a New Economy After the Second Industrial Revolution
Atkeson, A. G., & Kehoe, P. J. (2001) · National Bureau of Economic Research · doi:10.3386/w8676 · Cited by 78 · see citing works
Business incubation models and institutionally void environments
Mrkajic, B. (2017) · Technovation · doi:10.1016/j.technovation.2017.09.001 · Cited by 77 · see citing works
Technological Discontinuities, Organizational Capabilities, and Strategic Commitments
Rosenbloom, R. S., & Christensen, C. M. (1998) · doi:10.1093/0198290969.003.0007 · Cited by 76 · see citing works
Tacke, V. (2001) · VS Verlag für Sozialwissenschaften eBooks · doi:10.1007/978-3-322-80373-3_7 · Cited by 74 · see citing works
Patterns and Determinants across the World
Kim, Y., & Loayza, N. (2019) · The World Bank Open Knowledge Repository (World Bank) · doi:10.1596/1813-9450-8852 · Cited by 73 · see citing works
The Foundations of Complex Evolving Economies
Giovanni Dosi, A. (2023) · doi:10.1093/oso/9780192865922.001.0001 · Cited by 66 · see citing works
Keynotes and Dominators: Framing Operating and Technology Strategy in a Business Ecosystem
Iansiti, M., & Levien, R. (2002) · Cited by 67 · see citing works
Kluppel, L. M., Pierce, L., & Snyder, J. A. (2018) · Organization Science · doi:10.1287/orsc.2017.1173 · Cited by 62 · see citing works
Forward Integration and Innovation: Transaction Costs and Beyond
Teece, D. J. (2010) · Journal of Retailing · doi:10.1016/j.jretai.2010.07.013 · Cited by 66 · see citing works
Breukel, A., & Go, F. M. (2008) · Tourism Management · doi:10.1016/j.tourman.2008.05.015 · Cited by 65 · see citing works
A framework for concentric diversification through sustainable competitive advantage
Rijamampianina, R., Abratt, R., & February, Y. (2003) · Management Decision · doi:10.1108/00251740310468031 · Cited by 64 · see citing works
Chandler in a Larger Frame: Markets, Transaction Costs, and Organizational Form in History
Langlois, R. N. (2004) · Enterprise & Society · doi:10.1017/s1467222700013732 · Cited by 61 · see citing works
Les théories de la firme entre « contrats » et « compétences »
Coriat, B., & Weinstein, O. (2010) · Revue d économie industrielle · doi:10.4000/rei.4142 · Cited by 61 · see citing works
Alfred Chandler and "capabilities" theories of strategy and management
Teece, D. J. (2010) · Industrial and Corporate Change · doi:10.1093/icc/dtq008 · Cited by 61 · see citing works
COMPETENCE DYNAMICS AND LEARNING PROCESSES IN PROJECT-BASED FIRMS: SHIFTING, ADAPTING AND LEVERAGING
Söderlund, J. (2008) · International Journal of Innovation Management · doi:10.1142/s1363919608001911 · Cited by 60 · see citing works
Capabilities and the Theory of the Firm
Foss, N. J. (1996) · Revue d économie industrielle · doi:10.3406/rei.1996.1633 · Cited by 195 · see citing works
“…that it is '...the specific nature of the firm's facilities nd skills' that most significantly determines '...what will be done in the firm and what by the market' (Chandler, 1992: 86), rather than the incentive costs of internal governance relative to the incentive costs of market governance.”
InfluentialProblems at the Foundation? Comments on Felin and Foss
Winter, S. G. (2011) · Journal of Institutional Economics · doi:10.1017/s1744137410000470 · Cited by 57 · see citing works
“Contemporary enthusiasts of the capabilities approach cannot reasonably be accused of neglecting the role of deliberate, intelligent problemsolving efforts; consider Dosi and Marengo (1994), Winter (2000), Zollo and Winter (2002), Becker and Lazaric (2003), and see also the generous assessment of evolutionary theory p…”
BackgroundIansiti, M., & Levien, R. (2002) · Cited by 57 · see citing works
- Authors
- Chandler, A. D.
- Affiliations
- Harvard University (US)
- Corresponding author
- Chandler, Alfred D
- Venue
- Journal of Economic Perspectives
- Publisher
- American Economic Association
- Published
- 1992-08-01
- Volume
- 6
- Issue
- 3
- Pages
- 79-100
- ISSN
- 0895-3309 (ISSN-L)
- OpenAlex
- W2031847699
- Cited by
- 847
- References
- 10
- Citations by year
- 2026: 14 · 2025: 14 · 2024: 15 · 2023: 39 · 2022: 18 · 2021: 26 · 2020: 17 · 2019: 20 · 2018: 33 · 2017: 69 · 2016: 27 · 2015: 35 · 2014: 27 · 2013: 30 · 2012: 27
- FWCI
- 33.48
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- The Journal of Economic Perspectives (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Topics
- Social Sciences › Economics, Econometrics and Finance › Economics and Econometrics › Economic Theory and Institutions
- Social Sciences › Economics, Econometrics and Finance › Economics and Econometrics › Historical Economic and Social Studies
- Social Sciences › Economics, Econometrics and Finance › Economics and Econometrics › Firm Innovation and Growth
- Keywords
- industrial firm, organizational capabilities, history of the firm, transaction cost economics, evolutionary theory of the firm, agency theory, neoclassical theory of the firm, World War I, World War II
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-10-11.
Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-10-11.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review