Pamela Sharkey Scott
Pamela Sharkey Scott
Professor of Strategy and International Business, Dublin City University
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Cited by
Cited by
Mitigation processes–antecedents for building supply chain resilience
K Scholten, PS Scott, B Fynes
Supply Chain Management: An International Journal, 2014
(Le) agility in humanitarian aid (NGO) supply chains
P Tatham, S Pettit, K Scholten, PS Scott, B Fynes
International Journal of Physical Distribution & Logistics Management, 2010
Problem solving in MNCs: How local and global solutions are (and are not) created
E Tippmann, PS Scott, V Mangematin
Journal of International Business Studies 43 (8), 746-771, 2012
Developing subsidiary contribution to the MNC—Subsidiary entrepreneurship and strategy creativity
P Scott, P Gibbons, J Coughlan
Journal of International Management 16 (4), 328-339, 2010
The two faces of knowledge search: New solutions and capability development
E Tippmann, V Mangematin, PS Scott
Organization studies 34 (12), 1869-1901, 2013
Boundary capabilities in MNCs: Knowledge transformation for creative solution development
E Tippmann, P Sharkey Scott, A Parker
Journal of Management Studies 54 (4), 455-482, 2017
Subsidiary driven innovation within shifting MNC structures: Identifying new challenges and research directions
M Reilly, PS Scott
Technovation 34 (3), 190-202, 2014
Creative professional service firms: aligning strategy and talent
D Canavan, PS Scott, V Mangematin
Journal of Business Strategy, 2013
Building routines for non-routine events: supply chain resilience learning mechanisms and their antecedents
K Scholten, PS Scott, B Fynes
Supply Chain Management: An International Journal, 2019
Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows
E Tippmann, PS Scott, V Mangematin
Journal of World Business 49 (3), 431-443, 2014
Stimulating knowledge search routines and architecture competences: The role of organizational context and middle management
E Tippmann, PS Scott, V Mangematin
Long Range Planning 47 (4), 206-223, 2014
The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship
D O'Brien, P Sharkey Scott, U Andersson, T Ambos, N Fu
Global Strategy Journal 9 (1), 66-91, 2019
Using evidence-based leadership initiatives to create a healthy nursing work environment
AM Nayback-Beebe, T Forsythe, T Funari, M Mayfield, W Thoms Jr, ...
Dimensions of Critical Care Nursing 32 (4), 166-173, 2013
Correlation and regression
D O'Brien, P Sharkey Scott
Technological University Dublin, 2012
Subsidiary coopetition competence: Navigating subsidiary evolution in the multinational corporation
E Tippmann, PS Scott, M Reilly, D O’Brien
Journal of World Business 53 (4), 540-554, 2018
Alignment or independence? Multinational subsidiaries and parent relations
M Reilly, P Scott, V Mangematin
Journal of Business Strategy, 2012
Adapting a book to make a film: How strategy is adapted through professional practices of marketing middle managers
S Browne, P Sharkey-Scott, V Mangematin, K Lawlor, L Cuddihy
Journal of Marketing Management 30 (9-10), 949-973, 2014
Models of Internationalization: a business model approach to professional service firm internationalization
D McQuillan, PS Scott
Business models and modelling, 2015
Developing Strategy from the Middle: Subsidiary Strategy and the Role of the Subsidiary General Manager.
D O'BRIEN, PS Scott, P Gibbons
Irish Journal of Management 32 (2), 2013
Emerging threats for MNC subsidiaries and the cycle of decline
P Scott, PT Gibbons
Journal of Business Strategy, 2011
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