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London Business School

EducationLondon, England, United Kingdom
About: London Business School is a(n) education organization based out in London, England, United Kingdom. It is known for research contribution in the topic(s): Portfolio & Debt. The organization has 1138 authors who have published 5118 publication(s) receiving 437980 citation(s). The organization is also known as: LBS.
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Book ChapterDOI
C. K. Prahalad1, Gary Hamel2Institutions (2)
Abstract: The most powerful way to prevail in global competition is still invisible to many companies. During the 1980s, top executives were judged on their ability to restructure, declutter, and delayer their corporations. In the 1990s, they’ll be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible — indeed, they’ll have to rethink the concept of the corporation itself.

15,214 citations

Journal ArticleDOI
Janine Nahapiet1, Sumantra Ghoshal2Institutions (2)
Abstract: Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces...

14,279 citations

Journal ArticleDOI
Wenpin Tsai1, Sumantra Ghoshal2Institutions (2)
Abstract: Using data collected from multiple respondents in all the business units of a large multinational electronics company, we examined the relationships both among the structural, relational, and cogni...

5,273 citations

Journal ArticleDOI
Gary Hamel1Institutions (1)
Abstract: Global competition highlights asymmetries in the skill endowments of firms. Collaboration may provide an opportunity for one partner to internalize the skills of the other, and thus improve its position both within and without the alliance. Detailed analysis of nine international alliances yielded a fine-grained understanding of the determinants of interpartner learning. The study suggests that not all partners are equally adept at learning; that asymmetries in learning alter the relative bargaining power of partners; that stability and longevity may be inappropriate metrics of partnership success; that partners may have competitive, as well as collaborative aims, vis-a-vis each other; and that process may be more important than structure in determining learning outcomes.

4,312 citations

Journal ArticleDOI
Abstract: This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design, develop and conduct case‐based research.

3,761 citations


Showing all 1138 results

Stephen J. Wood10570039797
Viral V. Acharya9937631776
Michael Frese9738437375
James Taylor95116139945
E. Tory Higgins9436348833
Howard Thomas8350426945
John Roberts7836545997
Dinesh Bhugra7068218690
Jiju Antony6841117290
David De Cremer6529713788
Andy Neely6522226624
Gerard George6414527363
Julian Birkinshaw6423329262
Geoffrey C. Williams6423119261
Alan Manning6324517975
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