Pamela Sharkey Scott
Pamela Sharkey Scott
Professor of Strategy and International Business, Dublin City University
Verified email at dcu.ie
Title
Cited by
Cited by
Year
Mitigation processes–antecedents for building supply chain resilience
K Scholten, PS Scott, B Fynes
Supply Chain Management: An International Journal, 2014
3232014
(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
1182010
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
742012
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
632010
The two faces of knowledge search: New solutions and capability development
E Tippmann, V Mangematin, PS Scott
Organization studies 34 (12), 1869-1901, 2013
602013
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
542017
Subsidiary driven innovation within shifting MNC structures: Identifying new challenges and research directions
M Reilly, PS Scott
Technovation 34 (3), 190-202, 2014
432014
Creative professional service firms: aligning strategy and talent
D Canavan, PS Scott, V Mangematin
Journal of Business Strategy, 2013
402013
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
362019
Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows
E Tippmann, PS Scott, V Mangematin
Journal of World Business 49 (3), 431-443, 2014
362014
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
352014
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
312019
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
282013
Correlation and regression
D O'Brien, P Sharkey Scott
Technological University Dublin, 2012
272012
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
242018
Alignment or independence? Multinational subsidiaries and parent relations
M Reilly, P Scott, V Mangematin
Journal of Business Strategy, 2012
242012
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
182014
Models of Internationalization: a business model approach to professional service firm internationalization
D McQuillan, PS Scott
Business models and modelling, 2015
172015
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
142013
Emerging threats for MNC subsidiaries and the cycle of decline
P Scott, PT Gibbons
Journal of Business Strategy, 2011
142011
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