Author
Shantanu Ganguly
Bio: Shantanu Ganguly is an academic researcher. The author has contributed to research in topics: Citation analysis & Bibliometrics. The author has an hindex of 1, co-authored 1 publications receiving 78 citations.
Papers
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Journal Article•
TL;DR: It is found that researchers use journals more frequently than other from of documents and authorship pattern concentrated mainly on single and joint authors in books where as in journals.
Abstract: Highlights the distribution of various forms of publication, authorship trends, most frequently cited periodicals and geographical distribution of the literature in the area of strategic management. It is found that researchers use journals more frequently than other from of documents and authorship pattern concentrated mainly on single and joint authors in books where as in journals. The top ranking journals in the field of strategic management are Strategic Management Journal, Academy of Management Journal and Administrative Science Quarterly that represent 32% of the literature coverage. The results reveal the geographical distribution of core journals ofthis literature, which are mainly concentrated in the USA & UK. The methodology is based on the bibliometrics techniques of citation analysis, which are applied in all the articles published in the Strategic Management Journal for two consecutive years 2005 and 2006.
78 citations
Cited by
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TL;DR: In this article, an integrative framework is proposed to advance management research on technological platforms, bridging two theoretical perspectives: economics, which sees platforms as double-sided markets, and engineering design, which see platforms as technological architectures.
1,074 citations
TL;DR: In this article, a systematic review of the empirical literature concerning high-growth firms with a focus on the strategic aspects contributing to growth is provided, where five drivers of high growth are identified: human capital, strategy, human resource management, innovation, and capabilities.
119 citations
Posted Content•
TL;DR: In this article, the authors propose an analytical framework to explain value creation through offshore outsourcing by addressing a key question: How do firms create value by outsourcing their business functions to foreign external providers?
Abstract: This article proposes an analytical framework to explain value creation through offshore outsourcing by addressing a key question: How do firms create value by outsourcing their business functions to foreign external providers? The growing prevalence of offshore outsourcing as a dominant business practice in global business makes this question worthy of further research attention. Situated within the organizational design literature, our proposed value creation framework also draws from strategic resource management, disintegration, location–specific resourcing, and externalization (D-L-E) and contingency perspectives. Our analysis shows that firms embarking on offshore outsourcing create value by effectively managing their internal and external resources in accordance with a changing global environment. The framework has significant implications for theory and practice and suggests avenues for further research.
90 citations
TL;DR: In this paper, the authors argue that firms choose to repeat successful activities, thereby accumulating high experience with them, and that omitting to account for experience endogeneity may lead to incorrect conclusions from an empirically observed positive experience-performance relationship.
Abstract: Research traditionally uses experiential learning arguments to explain the existence of a positive relationship between repetition of an activity and performance. We propose an additional interpretation of this relationship in the context of discrete corporate development activities. We argue that firms choose to repeat successful activities, thereby accumulating high experience with them. Data on 437 aircraft projects introduced through three governance modes show that the positive performance effect of the firm's experience with the focal mode becomes insignificant after accounting for experience endogeneity. We suggest that in a general case, experience with corporate development activities may be tinged with both learning and selection effects. Therefore, omitting to account for experience endogeneity may lead to incorrect conclusions from an “empirically observed” positive experience–performance relationship.
68 citations
TL;DR: It is concluded that the TCT has a pervasive influence on a large array of IB research and that Hennart’s work is boundary-spanning, connecting several research themes.
Abstract: Transaction costs theory (TCT) has long been an important conceptual lens for examining International Business (IB) phenomena and perhaps especially relevant for the study of multinational corporations, entry mode choices and location selection. In this paper we examine the extent to which TCT been used and has impacted IB research. Methodologically, we conduct a bibliometric study of the articles published on nine top journals for publishing IB-related research. We use Jean-Francois Hennart's research as the key marker for TCT in IB research given that Hennart's work has been a hallmark in the discipline. On a sample of 377 articles published between 1982 and 2010, and using the works rather than the authors as the unit of analysis, we analyze citations, co-citations and a spatial visualization of the intellectual research themes delved into. Our analyses provide insights on the influence of Hennart but more broadly of TCT on IB research over the past three decades. We conclude that the TCT has a pervasive influence on a large array of IB research and that Hennart's work is boundary-spanning, connecting several research themes.
67 citations