The Resource-Based View of the Firm in Two Environments: The Hollywood Film Studios From 1936 to 1965

Miller, Danny; Shamsie, Jamal

doi:10.5465/256654

Cited by 350 publications

(442 citation statements)

References 39 publications

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“…Flexibility is an important management practice in an increasingly competitive environment (Miller and Shamsie 1996) and is likely to be heterogeneous within companies, varying across establishments, and across departments, reflecting both variations in the quality of management and local labour market conditions. Flexibility has many different meanings (Sethi and Sethi 1990) but, given our focus on labour performance, this paper examines labour flexibility, or work flexibility (Dreyer and Grønhaug 2004).…”

Section: Flexibility and Migrant Labourmentioning

confidence: 99%

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Yaduma

Williams

Lockwood

et al. 2015

International Journal of Hospitality Management

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Section: Flexibility and Migrant Labourmentioning

confidence: 99%

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Yaduma

Williams

Lockwood

et al. 2015

International Journal of Hospitality Management

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“…(Bukowitz et.al., 1999;Chin, et.al., 2015a). Technology is not the only factor that affects the sharing of knowledge in organizations; others include organizational culture, trust, and incentives (Argote & Ingram, 2000;Frost, 2014;Miller & Shamsie, 1996).…”

Section: Literature Review 21knowledge Management Value Chainmentioning

confidence: 99%

Achieving successful knowledge sharing through enterprise social network collaboration

2017

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Social IntroductionMany public and private organizations are convinced with the value of social business collaboration due to their benefits. Recently, deployments of enterprise social networking platforms used for knowledge management have become ordinary. These platforms help to harness the knowledge of workers by serving as repositories of knowledge as well as directories of knowledge holders. Nevertheless, there is still a lack of literature on the understanding of how and what might be the contributions of social network in facilitating knowledge sharing.The problem facing the organization in attempting to increase knowledge sharing and reap the potential benefits of enterprise social network technologies lies in the successful implementation and maintenance of tools that allow sharing of user-generated content, while taking in consideration other factors, (an example would be when the adoption and implementation are maintained successfully, however, there is no push to use such technologies or there is lack of awareness of the benefits that may be collected). While many organizations are turning to enterprise social network technologies to enhance knowledge collaboration, not all embrace those technologies or realize the full benefits they can bring in part because of concerns about security and trust. These social technologies are increasingly entering the enterprise, involving complex social and behavioral aspects as well as an understanding of traditional technology acceptance factors (Andriole, 2010;Boh &Wong, 2013; Bulgurcu et.al., 2010;Jarvenpaa & Leidner, 1999).Organizations need to deal with several issues as follows: an increased adoption rate of technology and connectivity standards, the growing demand for corporate transparency and an increase in the amount of information generated and stored by employees. Through the existing IS literature there are different factors influencing the social networking platform such as human factors, technological factors, community and environments factors for organizations that are each necessary for understanding the causes of knowledge contributions and collaboration.

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“…The KMT plus their expert knowledge (Lippman & Rumelt, 1982) can be seen as a valuable, rare, non-substitutable and inimitable resource (Johnson, 1999). Knowledge based resources, such as the KMT and their experience, assist in the development of the organization's strategy, core competencies, and subsequently its value (Iacobucci & Ostrom, 1996;Miller & Shamsie, 1996).…”

Section: Key Management Team (Kmt) Ongoing Valuementioning

confidence: 99%

Supply-chain corporate venturing through acquisition: Key management team retention

Kiessling

Harvey

Moeller

2012

Journal of World Business

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Acquisitions are often used as a way to engage in corporate venturing. The value of these ventures tends to reside in the knowledge and capabilities of the key management team members who have and maintain key inter-organizational relationships. Because their knowledge and/or relationships may be tacit and therefore difficult to transfer, retaining the key managers in the acquired organization is often a critical issue for the human resource management of the acquiring organization. They are also frequently thought to be critical elements in the future performance in global supply chains and therefore, should be a key concern of human resource management after the acquisition has been culminated. Using a unique dataset of corporate acquisitions in supply-chains, we examine how the development of the psychological contract elements affects retention of critical key global managers. We find that higher retention of the key management team members leads to higher performance after acquisition. We also find that the development of the psychological contract has a positive impact on the retention of key managers with global supply-chain relations. © 2010 Elsevier Inc

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The Resource-Based View of the Firm in Two Environments: The Hollywood Film Studios From 1936 to 1965

Cited by 350 publications

References 39 publications

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Achieving successful knowledge sharing through enterprise social network collaboration

Supply-chain corporate venturing through acquisition: Key management team retention

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