Search Results - "Johnson, Jean L."

Strategic marketing ambidexterity: antecedents and financial consequences by Josephson, Brett W., Johnson, Jean L., Mariadoss, Babu John

“…Strategic marketing ambidexterity (SMA), the blend of a firm’s exploitation of existing competencies and exploration of future capabilities in strategic…”
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Deciding to Bribe: A Cross-Level Analysis of Firm and Home Country Influences on Bribery Activity by Martin, Kelly D., Cullen, John B., Johnson, Jean L., Parboteeah, K. Praveen

“…Local firms in their home countries often engage in behavior that constitutes corruption, at least through some cultural lenses. One such practice is bribery…”
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Strategic intent and performance: The role of resource allocation decisions by Mariadoss, Babu John, Johnson, Jean L., Martin, Kelly D.

“…The notion that a firm's strategic intent can affect its performance through managerial actions has become prominent in the organization literature. In this…”
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The Role of Relational Knowledge Stores in Interfirm Partnering by Johnson, Jean L., Sohi, Ravipreet S., Grewal, Rajdeep

“…Drawing on the notions of relational capabilities and absorptive capacity, the authors examine the effects of interactional, functional, and environmental…”
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Inbound open innovation for enhanced performance: Enablers and opportunities by Sisodiya, Sanjay R., Johnson, Jean L., Grégoire, Yany

“…Open innovation, defined as a firm's purposive pursuit and integration of external inputs for new product development, offers an alternative perspective on…”
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Success through commitment and trust: the soft side of strategic alliance management by Cullen, John B, Johnson, Jean L, Sakano, Tomoaki

“…This article argues that the success of international strategic alliances requires attention not only to the hard side of alliance management (e.g., financial…”
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The social buyer: A framework for the dynamic role of social media in organizational buying by Gustafson, Brandon M., Pomirleanu, Nadia, John Mariadoss, Babu, Johnson, Jean L.

“…Social media plays a central role in information and knowledge management to support business-to-business (B2B) buying decisions. To date, research has yet to…”
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Collaboration with higher education institutions for successful firm innovation by Moon, Hakil, Mariadoss, Babu John, Johnson, Jean L.

“…Firms need to open up their boundaries to attain valuable knowledge from external partners because external partners can support their innovation activities by…”
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Uncle Sam Rising: Performance Implications of Business-to-Government Relationships by Josephson, Brett W., Lee, Ju-Yeon, Mariadoss, Babu John, Johnson, Jean L.

“…This article uses multimethod approaches to develop a conceptual foundation for and empirical evidence of the performance implications of…”
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Multichannels Strategy Implementation: The Role of Channel Alignment Capabilities by Wallace, David W., Johnson, Jean L., Umesh, U. N.

“…ABSTRACT A firm's distribution channels represent a key portfolio of resources that can be leveraged for competitive advantage. One approach to this portfolio…”
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National Rates of Opportunity Entrepreneurship Activity: Insights From Institutional Anomie Theory by Cullen, John B., Johnson, Jean L., Parboteeah, K. Praveen

“…We advance and test an institutional anomie theory of opportunity entrepreneurship for understanding the combinative effects of selected cultural values and…”
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Political Management, Research and Development, and Advertising Capital in the Pharmaceutical Industry: A Good Prognosis? by Martin, Kelly D., Josephson, Brett W., Vadakkepatt, Gautham G., Johnson, Jean L.

“…Regulatory oversight that affects the firm's product-market environment continues to increase. Political management capital (PMC) describes firm expenditure…”
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Service Transition Strategies in Manufacturing: Implications for Firm Risk by Josephson, Brett W., Johnson, Jean L., Mariadoss, Babu John, Cullen, John

“…This article investigates the impact of service transition (the infusion of services in addition to goods to a manufacturing firm’s offering) on…”
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Environments, unobserved heterogeneity, and the effect of market orientation on outcomes for high-tech firms by Grewal, Rajdeep, Chandrashekaran, Murali, Johnson, Jean L., Mallapragada, Girish

“…The interaction between market orientation and facets of the environment is theoretically compelling and is hence the primary interaction studied in market…”
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The influence of firm predispositions on interfirm relationship formation in business markets by Johnson, Jean L, Sohi, Ravipreet S

“…The central premise of this paper is that firm level characteristics or behavioral traits, referred to as predispositions, influence how the firm behaves and…”
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Human Sulfite Oxidase R160Q: Identification of the Mutation in a Sulfite Oxidase-Deficient Patient and Expression and Characterization of the Mutant Enzyme by Garrett, Robert M., Johnson, Jean L., Graf, Tyler N., Feigenbaum, Annette, Rajagopalan, K. V.

“…Sulfite oxidase catalyzes the terminal reaction in the degradation of sulfur amino acids. Genetic deficiency of sulfite oxidase results in neurological…”
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Configuring and managing strategic supplier portfolios by Wagner, Stephan M., Johnson, Jean L.

“…Acknowledging that not all supplier relationships can nor should be close partnerships, this article explores the development of strategic supplier portfolios…”
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Cross-national differences in firms undertaking innovation initiatives: An application of institutional anomie theory by Nam, Dae-il, Parboteeah, K. Praveen, Cullen, John B., Johnson, Jean L.

“…In this study, we seek to explain why firms' innovations vary across countries. Drawing on institutional anomie theory (IAT), we test cross-level hypotheses…”
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Customer retailer loyalty in the context of multiple channel strategies by Wallace, David W., Giese, Joan L., Johnson, Jean L.

“…With an increasingly competitive retail environment and decreasing customer switching costs, customer retailer loyalty is a critical goal for merchants of all…”
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Managing Multiple Facets of Risk in New Product Alliances by Lee, Ruby P., Johnson, Jean L.

“…ABSTRACT The trend of forming alliances to develop new products continues; however, many of these new product alliances fail. As such we explore how key risk…”
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