haku: @author Ambrosini, V. / yhteensä: 9
viitteet: 1-9 / 9
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1.
Should acquiring firms pursue more than one value creation strategy? An empirical test of acquisition performance
British Journal of Management
2011 : MAR, VOL. 22:1 p. 173-185
 2011 Ambrosini, V.
Bowman, C.
Schoenberg, R.
2.
The impact of causal ambiguity on competitive advantage and rent appropriation
British Journal of Management
2010 : DEC, VOL. 21:4 p. 939-953
 2010 Ambrosini, V.
Bowman, C.
3.
Surfacing tacit sources of success
International Small Business Journal
2008 : AUG, VOL. 26:4, p. 403-431
 2008 Ambrosini, V.
Bowman, C.
4.
Identifying valuable resources
European Management Journal
2007 : AUG, VOL. 25:4, p. 320-329
 2007 Bowman, C.
Ambrosini, V.
5.
How the resource-based and the dynamic capability views of the firm inform corporate-level strategy
British Journal of Management
2003 : DEC, VOL. 14:4, p. 289-303
 2003 Bowman, C.
Ambrosini, V.
6.
Managerial consensus and corporate strategy: why do executives agree or disagree about corporate strategy?
European Management Journal
2003 : APR, VOL. 21:2, p. 213-221
 2003 Ambrosini, V.
Bowman, C.
7.
Tacit knowledge: Some suggestions for operationalization
Journal of Management Studies
2001 : SEP, VOL. 38:6, p. 811-830
 2001 Ambrosini, V.
Bowman, C.
8.
Perceptions of strategic priorities consensus and firm performance
Journal of Management Studies
1997 : MAR, VOL. 34:2, p. 241-258
 1997 Bowman, C.
Ambrosini, V.
9.
Using single respondents in strategy research
British Journal of Management
1997 : JUNE, VOL. 8:2, p. 119-131
 1997 Bowman, C.
Ambrosini, V.
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