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Technological diversity related diversification and firm performance.pdf
- Technological diversity related diversification and firm performanceTechnological diversity related diversification and firm performanceTechnological diversity related diversification and firm performance
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Tax avoidance, corporate transparency, and firm value.pdf
- Tax avoidance, corporate transparency, and firm valueTax avoidance, corporate transparency, and firm valueTax avoidance, corporate transparency, and firm value
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A Resource-Based View of the Firm.pdf
- A Resource-Based View of the FirmA Resource-Based View of the FirmA Resource-Based View of the Firm
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asset specificity ,firm heterogeneity and capital structure.pdf
- asset specificity ,firm heterogeneity and capital structureasset specificity ,firm heterogeneity and capital structureasset specificity ,firm heterogeneity and capital structure
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Firm heterogeneity, exporting and foreign direct investment.pdf
- Firm heterogeneity, exporting and foreign direct investmentFirm heterogeneity, exporting and foreign direct investmentFirm heterogeneity, exporting and foreign direct investment
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CEO duality, organizational slack, and firm performance.pdf
- CEO duality, organizational slack, and firm performanceCEO duality, organizational slack, and firm performanceCEO duality, organizational slack, and firm performance
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family ownership and firm performance influence of family management, family control, and firm size.pdf
- family ownership and firm performance influence of family management, family control, and firm size
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CEO PERSONALITY, STRATEGIC FLEXIBILITY, AND FIRM PERFORMANCE.pdf
- CEO PERSONALITY, STRATEGIC FLEXIBILITY, AND FIRM PERFORMANCE THE CASE OF THE INDIAN BUSINESS PROCESS OUTSOURCING INDUSTRY
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Strategic Use of Knowledge by Entrepreneurial Firm.pdf
- Entrepreneurial firms rich in knowledge but poor in other resources can use superior architectural knowledge of a technical system to gain strategic advantage over larger and better endowed rivals. HBS professor Carliss Y. Baldwin presents a model and provides examples showing that architectural knowledge can be applied strategically to change a firm´s scope and boundaries, make innovations more or less autonomous, and change the span of problems it must solve.
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Marketing Performance Measurement Ability and Firm Performance.pdf
- MarketingVol.71 (April 2007), 79–93 2007, American Marketing AssociationISSN: 0022-2429 (print), 154
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