Institution
Birmingham–Southern College
Education•Birmingham, Alabama, United States•
About: Birmingham–Southern College is a education organization based out in Birmingham, Alabama, United States. It is known for research contribution in the topics: Higher education & Population. The organization has 324 authors who have published 331 publications receiving 9015 citations. The organization is also known as: Birmingham-Southern College & Birmingham Southern College.
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TL;DR: In contrast, little attention has been given to the quality of nominal sca... as mentioned in this paper, while most research related to the reliability and validity of marketing measures has focused on multi-item quantitative scales.
Abstract: Most research related to the reliability and validity of marketing measures has focused on multi-item quantitative scales. In contrast, little attention has been given to the quality of nominal sca...
1,415 citations
TL;DR: In this article, the authors propose a method to identify the root cause of a problem.Abbreviations: [2]... ].., [3]
1,147 citations
TL;DR: In this paper, Robin DiAngelo deploys social reproduction theory to identify and account for the phenomenon she calls white fragility: the patterns of perceptions and behaviors exhibited by people who are vulnerable to perceived threats.
Abstract: In White Fragility, Robin DiAngelo deploys social reproduction theory to identify and account for the phenomenon she calls white fragility: the patterns of perceptions and behaviors exhibited by wh...
431 citations
TL;DR: Psychological evidence suggests that sex differences in morphology have been modified by sexual selection so as to attract mates (intersexual selection) or intimidate rivals (intrasexual selection).
355 citations
TL;DR: The results show that valuable and difficult-to-imitate strategic actions that use existing resources in new ways contribute the most to organizational recovery.
Abstract: Firms that have failed to meet the performance expectations of investors must seek new ways of creating value or face the loss of financial support. Using resource-based arguments, we find that valuable and difficult-to-imitate strategies that recombine the firm's existing stock of resources to create new products, processes, or technologies have a positive effect on organizational recovery as measured by investors' expectations. Similarly, acquiring new resources through mergers or acquisitions also has positive effects on investors' expectations. In contrast, valuable and difficult-to-imitate strategies that provide the firm with access to new resources through alliances or joint ventures do not affect investors' expectations of performance. We also find that taking actions that are not valuable and difficult-to-imitate either have no effect on performance or may lead to further performance declines. Lastly, our results show that valuable and difficult-to-imitate strategic actions that use existing resources in new ways contribute the most to organizational recovery. Copyright © 2007 John Wiley & Sons, Ltd.
262 citations
Authors
Showing all 327 results
| Name | H-index | Papers | Citations |
|---|---|---|---|
| Scott M. Nelson | 65 | 252 | 14441 |
| William P. King | 59 | 447 | 14694 |
| Danny A. Milner | 45 | 158 | 8331 |
| Eduard Ayguadé | 45 | 422 | 9202 |
| Victor Guallar | 42 | 195 | 5922 |
| Jordi Torres | 38 | 161 | 4897 |
| Travis Rayne Pickering | 37 | 89 | 4123 |
| William A. Thomas | 35 | 131 | 4850 |
| Justin Cotney | 22 | 45 | 3307 |
| José María Cela | 18 | 92 | 1208 |
| Nigel Barber | 16 | 29 | 1039 |
| Peter A. Van Zandt | 15 | 20 | 1333 |
| Jason L. Heaton | 14 | 36 | 670 |
| Leo Pezzementi | 13 | 28 | 1531 |
| Paul M. Carpenter | 13 | 60 | 673 |