David J. Teece

TL;DR: In this article, an orchestration theory of the (new) MNE is proposed as an envelope of internalisation theory and its variants, which is more closely aligned to today's global environment, conceptual developments in cognate fields and the strategies and practices of MNEs.

TL;DR: In this article, the authors present the findings from a quantitative case-based analysis of the returns to member companies from their investments in SEMATECH, and suggest that SEMAC has provided an organizational structure in which important processes and technologies have been advanced which could not have been justified on economic grounds outside of a collaborative research arrangement.

TL;DR: In this article, a time-cost tradeoff during the establishment of manufacturing plants abroad based on U.S. technology is investigated and the determinants of these elasticities are analyzed.

TL;DR: In this article, a case study of the Global Exploration Division of a major IOC, Supermajor EXP, demonstrates how EXP identified and prioritized their dynamic capabilities through a strategic assessment, built, strengthened and evolved them through dialogical, collaborative and iterative processes that were informed by learning, sustained them by establishing new organizational structures and reinforced them through cultural initiatives.

TL;DR: In this paper, the authors explore the mechanisms by which managers may calibrate the required level of organizational agility, deliver it cost effectively, and relate it to strategy, and provide a set of principles and practices that differ according to whether a firm is managing regular risk or deep uncertainty.