Skip to main content
Article thumbnail
Location of Repository

Strategizing Under Uncertainty and Ignorance: The influence of knowledge and technological path-dependence on corporate strategies

By Jonathan Sapsed
Topics: N215 Change and Innovation
Year: 2001
OAI identifier: oai:eprints.brighton.ac.uk:4433

Suggested articles

Citations

  1. (1955). A Behavioural Model of Rational Choice’. doi
  2. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation’. doi
  3. (2000). Arriving at a Strategic Theory of the Firm’. doi
  4. (1989). Asset Stock Accumulation and the Sustainability of Competitive Advantage’. doi
  5. (1989). Asset Stocks and Sustained Competitive Advantage’. doi
  6. (1991). Business Organisation and the Myth of the Market Economy. Cambridge: doi
  7. (1965). Business Policy: Text and Cases.
  8. (1976). Choice, Complexity and Ignorance. Cambridge: doi
  9. Competitive Strategy: Techniques for Analyzing Industries and Competitors.
  10. (1992). Corporate Competence, PathDependence, and the Role of R&D’.
  11. (1993). Corporate Vision and Rapid Technological Change: The evolution of market structure. doi
  12. (1997). Dynamic Capabilities and Strategic Management’. doi
  13. (2000). Dynamic Capabilities: doi
  14. (1996). Dynamics of Competence-Based Competition. doi
  15. (1994). Exploring the Black Box: Technology, Economics & History. Cambridge: doi
  16. (1991). Firm Resources and Sustained Competitive doi
  17. (1977). In Search of A Useful Theory of Innovation’. Research Policy. doi
  18. (1960). Information and Investment. doi
  19. (1995). Interpretive Ambiguity, Theories of the Firm, and the Evolution of Industries’ Paper presented at the European Management and Organisations
  20. (2001). Is the Resource-Based “View” A Useful Perspective for doi
  21. (2001). Is the Resource-Based “View” A Useful Perspective for Strategic Management Research? doi
  22. (1987). Knowledge and Competence as Strategic Assets’ doi
  23. (1998). Knowledge Management Practices and Path-Dependency in Innovation’. doi
  24. (1996). Knowledge-Based Approaches to the Theory of the Firm: doi
  25. (2001). Knowledge-Based View: A New Theory of Strategy?’ doi
  26. (1996). Knowledge, Strategy and the Theory of the Firm’. doi
  27. (1996). Making Knowledge the Basis of a Dynamic Theory of the doi
  28. (1982). Managerial Response to Changing Environments: Perspectives on Problem Sensing from Social Cognition’. Administrative Science Quarterly. doi
  29. (1988). Options for the Strategic Management of Technology’. Internati nal
  30. (1994). Organizational Knowledge, Collective Practice and Penrose Rents’. doi
  31. (1986). Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy’. Research Policy.15: 285-305 doi
  32. (1996). Prospering in Dynamically- Competitive Environments: Organizational Capability as Knowledge Integration’. doi
  33. (1998). Risk at a Turning Point?’ doi
  34. (1965). Risk, Uncertainty and Profit. doi
  35. (1993). Strategy Through the Option Lens: An Integrated View of Resource Investments and the Incremental-Choice Process’. Academy of Management Review. doi
  36. (2001). Tautology in the Resource-Based View and the Implications of Externally Determined Resource Value: doi
  37. (1994). Technological Competencies in the World’s Largest Firms: Characteristics, constraints and scope for managerial choice’. doi
  38. (1982). Technological Paradigms and Technological Trajectories: A Suggested Interpretation of the Determinants and Directions of Technical Change’. Research Policy. doi
  39. (1997). Technologies, Products & Organisation in the Innovating Firm: What Adam Smith Tells Us and Joseph Schumpeter Doesn’t’. Mimeo: SPRU, doi
  40. (1986). Technology, Innovation and Strategic Management’.
  41. (1984). The Change Masters: Corporate Entrepreneurs at Work.
  42. (1994). The Dynamic Capabilities of Firms: An Introduction’. doi
  43. (1996). The Firm as a Distributed Knowledge System: A Constructions Approach’. doi
  44. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation’. doi
  45. (1962). The Structure of Scientific Revolutions. doi
  46. (1996). Towards a Knowledge-Based Theory of the Firm’. doi
  47. What Engineers Know and How They Know It: Analytical Studies from Aeronautical History. doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.