Results 251 to 260 of about 221,474 (286)

Second‐Order Between‐Supplier Learning

open access: yesJournal of Operations Management, EarlyView.
ABSTRACT Substantial empirical evidence shows that suppliers in emerging economies can enhance their technological capabilities through direct learning from technologically advanced foreign competitors. However, suppliers in emerging markets may struggle to learn directly from knowledge about competitors’ products that are not widely available on the ...
Lisha Liu, Xianwei Shi, Guangzhi Shang
wiley   +1 more source

Strategies and Process of Trade Secret Misappropriation Mitigation: The Case of UK

open access: yesStrategic Change, EarlyView.
ABSTRACT Trade Secrets (TS) are vital for innovation‐driven companies, and their loss can inflict significant financial and reputational damage, particularly in the absence of established policies to mitigate misappropriation in the UK. The current academic literature lacks detailed strategies for firms to effectively address these threats.
Oleksandra Ozcan, David Pickernell
wiley   +1 more source

Current knowledge for implementing safe and sustainable by design across the life cycle of nanosilver textiles. [PDF]

open access: yesDiscov Sustain
Romero-Cantú HD   +5 more
europepmc   +1 more source

Master of Uncertainty: How Strategic Resilient Organizations Navigate Crisis

open access: yesStrategic Change, EarlyView.
ABSTRACT Strategic resilient organizations (SROs) adapt and recover from adversity by drawing on dynamic and context‐specific internal capabilities. This study investigates the combinatory conditions under which small and medium‐sized enterprises (SMEs) achieve strategic resilience.
Oluwasoye P. Mafimisebi   +4 more
wiley   +1 more source

The Relationship between Occupation and Lung Cancer Incidence in the Women's Health Initiative Observational Study. [PDF]

open access: yesWork Health
Hosain R   +9 more
europepmc   +1 more source

Failure in Motion: A Framework for Capability Erosion and Institutional Dysfunction

open access: yesStrategic Change, EarlyView.
ABSTRACT Drawing on the literature on capability erosion and institutional dysfunction (ID), this study develops a conceptual framework that sheds new light on how the interaction between capability erosion and ID creates conditions for business failure across borders. By articulating two dimensions of heterogeneous capability and resource erosion (i.e.
Joseph Amankwah‐Amoah   +1 more
wiley   +1 more source

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