No. 21-4, December 2010
Index
- A Study of the Role Played by Manufacturing Strategic Objectives and Capabilities in Understanding the Relationship between Porter's Generic Strategies and Business Performance
- A ‘No Blame’ Approach to Organizational Learning
- An Integration of Research Findings of Effects of Firm Size and Market Competition on Product and Process Innovations
- Barriers to the Implementation of Environmentally Oriented Reverse Logistics: Evidence from the Automotive Industry Sector
- Fuzziness in Action: What Consequences Has the Linguistic Ambiguity of the Core Competence Concept for Organizational Usage?
- How to Use Technical Terms in Ads? An FCB Grid Perspective
- Ignorance Isn't Bliss: Complaint Experience and Organizational Learning in the California Nursing Home Industry, 1997–2004
- Informality and Formality in Medium‐sized Companies: Contestation and Synchronization
- Knowledge Management and Balanced Scorecard Outcomes: Exploring the Importance of Interpretation, Learning and Internationality
- Learning across Communities of Practice: An Examination of Multidisciplinary Work
- Measuring the Performance of Acquisitions: An Empirical Investigation Using Multiple Criteria
- Medical Innovation as a Process of Translation: a Case from the Field of Telemedicine
- Technological Diversification and Organizational Divisionalization: The Moderating Role of Complementary Assets
- The Impact of Causal Ambiguity on Competitive Advantage and Rent Appropriation
- The Impact of Complementary Agglomeration and Multi‐unit Systems on New Product Introduction
- The Value of Organizational Ambivalence for Small and Medium Size Enterprises in an Uncertain World
- Using Frontier Analysis to Evaluate Company Performance