Jaideep Anand
Jaideep Anand
Vahvistettu sähköpostiosoite verkkotunnuksessa
Asset redeployment, acquisitions and corporate strategy in declining industries
J Anand, H Singh
Strategic Management Journal 18 (S1), 99-118, 1997
Absolute and relative resources as determinants of international acquisitions
J Anand, A Delios
Strategic management journal 23 (2), 119-134, 2002
Non‐additivity in portfolios of exploration activities: A real options‐based analysis of equity alliances in biotechnology
RS Vassolo, J Anand, TB Folta
Strategic Management Journal 25 (11), 1045-1061, 2004
Comparing the resource‐based and relational views: knowledge transfer and spillover in vertical alliances
LF Mesquita, J Anand, TH Brush
Strategic management journal 29 (9), 913-941, 2008
Location specificity and the transferability of downstream assets to foreign subsidiaries
J Anand, A Delios
Journal of international business studies 28, 579-603, 1997
Unpacking absorptive capacity: A study of knowledge utilization from alliance portfolios
G Vasudeva, J Anand
Academy of Management Journal 54 (3), 611-623, 2011
A multilevel perspective on knowledge transfer: evidence from the Chinese automotive industry
Z Jane Zhao, J Anand
Strategic management journal 30 (9), 959-983, 2009
Technological capabilities of countries, firm rivalry and foreign direct investment
J Anand, B Kogut
Journal of International Business Studies 28, 445-465, 1997
A dual networks perspective on inter‐organizational transfer of R&D capabilities: international joint ventures in the Chinese automotive industry
Z Zhao, J Anand, W Mitchell
Journal of management studies 42 (1), 127-160, 2005
Alliance activity as a dynamic capability in the face of a discontinuous technological change
J Anand, R Oriani, RS Vassolo
Organization Science 21 (6), 1213-1232, 2010
Beyond boundary spanners: The ‘collective bridge’as an efficient interunit structure for transferring collective knowledge
ZJ Zhao, J Anand
Strategic management journal 34 (13), 1513-1530, 2013
The dynamics of multimarket competition in exploration and exploitation activities
J Anand, LF Mesquita, RS Vassolo
Academy of Management Journal 52 (4), 802-821, 2009
Agency and institutions: National divergences in diversification behavior
B Kogut, G Walker, J Anand
Organization science 13 (2), 162-178, 2002
Using acquisitions to access multinational diversity: thinking beyond the domestic versus cross-border M&A comparison
J Anand, L Capron, W Mitchell
Industrial and Corporate Change 14 (2), 191-224, 2005
Innovation in and from emerging economies: New insights and lessons for international business research
J Anand, G McDermott, R Mudambi, R Narula
Journal of International Business Studies 52, 545-559, 2021
Disentangling the performance effects of efficiency and bargaining power in horizontal growth strategies: An empirical investigation in the global retail industry
V Moatti, CR Ren, J Anand, P Dussauge
Strategic Management Journal 36 (5), 745-757, 2015
Does experience imply learning?
J Anand, L Mulotte, CR Ren
Strategic Management Journal 37 (7), 1395-1412, 2016
Spillovers across organizational architectures: The role of prior resource allocation and communication in post‐acquisition coordination outcomes
R Agarwal, J Anand, J Bercovitz, R Croson
Strategic Management Journal 33 (6), 710-733, 2012
The decline of emerging economy joint ventures: The case of India
P Kale, J Anand
California Management Review 48 (3), 62-76, 2006
Strategic responses to economic liberalization in emerging economies: Lessons from experience
J Anand, ER Brenes, A Karnani, A Rodriquez
Journal of Business Research 59 (3), 365-371, 2006
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Artikkelit 1–20