01217nas a2200157 4500008004100000245007300041210006900114260000900183520064100192653003200833100002000865700002800885700001800913700002200931856010600953 2017 eng d 00 aStewardship Climate Scale: An Assessment of Reliability and Validity 0 aStewardship Climate Scale An Assessment of Reliability and Valid c2017 3 aWhile stewardship theory is often used to explain family business outcomes, no prior empirical study has used a validated measure of stewardship. We, therefore, surveyed 846 managers and subordinates from 221 family- and non-family firms in the US and Australia to develop a reliable and valid stewardship climate scale. We found family firms have a stronger stewardship climate and the relationship between stewardship climate and performance is mediated by innovativeness, and the effects of stewardship are stronger in family firms, confirming the value of stewardship theory, and our scale, when explaining family business outcomes. 10 aStrategy & Entrepreneurship 1 aNeubaum, Donald 1 aThomas, Christopher, H. 1 aDibrell, Clay 1 aCraig, Justin, B. u/biblio/stewardship-climate-scale-assessment-reliability-and-validity 01314nas a2200181 4500008004100000245011200041210006900153260000900222300001400231490000700245520064600252653001500898653003200913100001800945700001800963700002000981856013101001 2015 eng d 00 aLinking the formal strategic planning process, planning flexibility, and innovativeness to firm performance 0 aLinking the formal strategic planning process planning flexibili c2015 a2000-2007 0 v67 3 aWe explore how formal strategic planning processes, adaptive capabilities, and innovativeness are associated with firm financial performance in a multi-industry sample (N = 448). Our results suggest both formal strategic planning processes and adaptive capabilities are positively associated with innovativeness. In addition, we find innovativeness fully mediates the relationships from formal strategic planning and adaptive capabilities to firm financial performance. This implies that organizations that concurrently act and react will be in a more advantageous competitive position than those unable to master this paradoxical conundrum. 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCraig, Justin 1 aNeubaum, Donald u/biblio/linking-formal-strategic-planning-process-planning-flexibility-and-innovativeness-firm 00538nas a2200181 4500008004100000245004300041210004300084260000900127300001200136490000700148653001500155653003200170100002000202700001800222700002000240700001800260856007800278 2014 eng d 00 aSocial Issues in the Family Enterprise 0 aSocial Issues in the Family Enterprise c2014 a193-205 0 v27 10 aManagement 10 aStrategy & Entrepreneurship 1 aVan Gils, Anita 1 aDibrell, Clay 1 aNeubaum, Donald 1 aCraig, Justin u/biblio/social-issues-family-enterprise-0 01733nas a2200181 4500008004100000245012300041210006900164260000900233300001000242490000600252520105300258653001501311653003201326100002001358700001801378700001801396856013701414 2012 eng d 00 aBalancing Natural Environmental Concerns of the Internal and External Stakeholders in Family and Non-family Businesses 0 aBalancing Natural Environmental Concerns of the Internal and Ext c2012 a28-37 0 v3 3 aWhile researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across these different types of firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met. 10 aManagement 10 aStrategy & Entrepreneurship 1 aNeubaum, Donald 1 aDibrell, Clay 1 aCraig, Justin u/biblio/balancing-natural-environmental-concerns-internal-and-external-stakeholders-family-and-non-0 00680nas a2200181 4500008004100000245011300041210006900154260000900223300001000232490000600242653002100248653001500269653003200284100001800316700001800334700001700352856012900369 2011 eng d 00 aA study of Schumpterian (radical) vs. Kirznerian (incremental) innovations in knowledge intensive industries 0 astudy of Schumpterian radical vs Kirznerian incremental innovati c2011 a28-41 0 v7 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCraig, Justin 1 aCromer, Cory u/biblio/study-schumpterian-radical-vs-kirznerian-incremental-innovations-knowledge-intensive 00396nas a2200145 4500008004100000245001300041210001300054260002400067653001500091653003200106100001800138700002000156700001800176856005600194 2011 eng d 00 aUntitled 0 aUntitled aSicily, Italy c2011 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aNeubaum, Donald 1 aCraig, Justin u/biblio/untitled-17 00556nas a2200145 4500008004100000245006800041210006700109260001900176653003200195100002000227700001800247700002200265700001800287856010500305 2010 eng d 00 aInternal Corporate Venturing in Multi-General Family Businesses 0 aInternal Corporate Venturing in MultiGeneral Family Businesses aKona, HI c2010 10 aStrategy & Entrepreneurship 1 aGarrett, Robert 1 aCraig, Justin 1 aZellweger, Thomas 1 aDibrell, Clay u/biblio/internal-corporate-venturing-multi-general-family-businesses 00587nas a2200145 4500008004100000245008500041210006900126260003200195653001500227653003200242100001800274700001800292700002000310856011100330 2010 eng d 00 aOvercoming the Liability of Theoretical Newness: The Case for Stewardship Theory 0 aOvercoming the Liability of Theoretical Newness The Case for Ste aLausanne, Switzerland c2010 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCraig, Justin 1 aNeubaum, Donald u/biblio/overcoming-liability-theoretical-newness-case-stewardship-theory-0 00665nas a2200145 4500008004100000245014300041210006900184260002700253653001500280653003200295100002000327700001800347700001800365856013600383 2009 eng d 00 aAddressing Natural Environmental Concerns from Within: Investigating the Role of Internal Stakeholders in Family and Non-Family Businesses 0 aAddressing Natural Environmental Concerns from Within Investigat aWinnipeg, Canada c2009 10 aManagement 10 aStrategy & Entrepreneurship 1 aNeubaum, Donald 1 aDibrell, Clay 1 aCraig, Justin u/biblio/addressing-natural-environmental-concerns-within-investigating-role-internal-stakeholders-1 00698nas a2200193 4500008004100000245009700041210006900138260000900207300001400216490000700230653001500237653003200252100001800284700001800302700002000320700001800340700001800358856012800376 2008 eng d 00 aCulture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship 0 aCulture of Family Commitment and Strategic Flexibility The Moder c2008 a1035-1054 0 v32 10 aManagement 10 aStrategy & Entrepreneurship 1 aZahra, Shaker 1 aHayton, James 1 aNeubaum, Donald 1 aDibrell, Clay 1 aCraig, Justin u/biblio/culture-family-commitment-and-strategic-flexibility-moderating-effect-stewardship-0 00549nas a2200145 4500008004100000245006500041210006400106260002600170653001500196653003200211100002100243700001800264700002000282856010100302 2008 eng d 00 aDisabled Enterpreneurs: A Model of Entrepreneurial Intention 0 aDisabled Enterpreneurs A Model of Entrepreneurial Intention aChapel Hill, NC c2008 10 aManagement 10 aStrategy & Entrepreneurship 1 aBaldridge, David 1 aDibrell, Clay 1 aNeubaum, Donald u/biblio/disabled-enterpreneurs-model-entrepreneurial-intention-0 00692nas a2200169 4500008004100000245014600041210006900187260000900256300001200265490000700277653001500284653003200299100001800331700001800349700001800367856013700385 2008 eng d 00 aFounding family influence and the moderating effects of product market competition on firm performance: Implications for corporate governance 0 aFounding family influence and the moderating effects of product c2008 a335-344 0 v20 10 aManagement 10 aStrategy & Entrepreneurship 1 aRandoy, Trond 1 aDibrell, Clay 1 aCraig, Justin u/biblio/founding-family-influence-and-moderating-effects-product-market-competition-firm-performance 00628nas a2200145 4500008004100000245011100041210006900152260002600221653001500247653003200262100001800294700001800312700002100330856013100351 2008 eng d 00 aThe Impact of Firm Natural Environment Policy on the Market Orientation to Innovation Relationship in SMEs 0 aImpact of Firm Natural Environment Policy on the Market Orientat aChapel Hill, NC c2008 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCraig, Justin 1 aHansen, Eric, N. u/biblio/impact-firm-natural-environment-policy-market-orientation-innovation-relationship-smes 00586nas a2200145 4500008004100000245009200041210006900133260000900202653001500211653003200226100001800258700001800276700001800294856012800312 2008 eng d 00 aLeveraging family-based brand identity to enhance firm competitiveness and performance. 0 aLeveraging familybased brand identity to enhance firm competitiv c2008 10 aManagement 10 aStrategy & Entrepreneurship 1 aCraig, Justin 1 aDibrell, Clay 1 aDavis, P., S. u/biblio/leveraging-family-based-brand-identity-enhance-firm-competitiveness-and-performance 01759nas a2200181 4500008004100000245009000041210006900131260002700200300001400227490001200241520110000253653001501353653003201368100002101400700001801421700002001439856011801459 2008 eng d 00 aA Model Of Entrepreneurial Intentions Within The Persons With Disabilities Population 0 aModel Of Entrepreneurial Intentions Within The Persons With Disa aChapel Hill, NC. c2008 aArticle 4 0 vVol. 28 3 aWhile self-employment presents many challenges, an entrepreneurial path for a person with a
disability can mean the difference between unemployment or severe underemployment and a truly
exceptional and prosperous career. Recent research highlights the importance of entrepreneurial
intentions (i.e., the interest of a person in starting, acquiring or buying a business) as a precursor
to entrepreneurial behavior (Zhao et al., 2005). Further, entrepreneurial self-efficacy (Zhao et al.,
2005), defined as the level of confidence individuals have to identify new opportunities, create
products, think creatively, or commercialize an idea, is positively associated with entrepreneurial
intention. In reviewing the literature on people with disabilities, however, we find reason to believe
that this model does not fully explain the entrepreneurial activities of persons with disabilities.
Thus, we integrate the literatures on entrepreneurship and people with disabilities to propose a
refined model. A few of the propositions offered by our model are included below. 10 aManagement 10 aStrategy & Entrepreneurship 1 aBaldridge, David 1 aDibrell, Clay 1 aNeubaum, Donald u/biblio/model-entrepreneurial-intentions-within-persons-disabilities-population-0 00599nas a2200145 4500008004100000245010100041210006900142260000900211653001500220653003200235100001800267700002100285700002000306856012700326 2008 eng d 00 aA Model Of The Impact Of Disability Attributes On Career Utility And Entrepreneurial Intentions. 0 aModel Of The Impact Of Disability Attributes On Career Utility A c2008 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aBaldridge, David 1 aNeubaum, Donald u/biblio/model-impact-disability-attributes-career-utility-and-entrepreneurial-intentions-0 00618nas a2200145 4500008004100000245010400041210006900145260002200214653001500236653003200251100001800283700001800301700002000319856013300339 2008 eng d 00 aStrategic Planning And Flexibility As Governance Control Mechanisms In Family And Non-Family Firms. 0 aStrategic Planning And Flexibility As Governance Control Mechani aAnaheim, CA c2008 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCraig, Justin 1 aNeubaum, Donald u/biblio/strategic-planning-and-flexibility-governance-control-mechanisms-family-and-non-family-0 00539nas a2200145 4500008004100000245006600041210006400107260002900171653001500200653003200215100001800247700001600265700001800281856009400299 2007 eng d 00 aBeing the boss and working for a boss: Upsides and downsides. 0 aBeing the boss and working for a boss Upsides and downsides aSydney, Australia. c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aCraig, Justin 1 aSchaper, M. 1 aDibrell, Clay u/biblio/being-boss-and-working-boss-upsides-and-downsides 00595nas a2200133 4500008004100000245010400041210006900145260002900214653001500243653003200258100001800290700001800308856013500326 2007 eng d 00 aBetween a strategic rock and a hard place: Planning and flexibility in family and non-family firms. 0 aBetween a strategic rock and a hard place Planning and flexibili aSydney, Australia. c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCraig, Justin u/biblio/between-strategic-rock-and-hard-place-planning-and-flexibility-family-and-non-family-firms 00648nas a2200181 4500008004100000245008700041210006900128260000900197300001000206490000700216653002100223653001500244653003200259100001800291700001400309700001800323856012500341 2007 eng d 00 aDynamic strategic planning: Achieving strategic flexibility through formalization. 0 aDynamic strategic planning Achieving strategic flexibility throu c2007 a21-35 0 v13 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDown, Jon 1 aBull, Lyndall u/biblio/dynamic-strategic-planning-achieving-strategic-flexibility-through-formalization 00647nas a2200169 4500008004100000245008400041210006900125260002600194653001500220653003200235100002000267700001800287700001800305700001800323700001800341856011800359 2007 eng d 00 aFamily Culture and Strategic Flexibility: The Moderating Effects of Stewardship 0 aFamily Culture and Strategic Flexibility The Moderating Effects aStarksville, MS c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aNeubaum, Donald 1 aCraig, Justin 1 aDibrell, Clay 1 aHayton, James 1 aZahra, Shaker u/biblio/family-culture-and-strategic-flexibility-moderating-effects-stewardship-0 00520nas a2200145 4500008004100000245006200041210006200103260000900165653001500174653003200189100001800221700001800239700001800257856009900275 2007 eng d 00 aFueling innovation through information technology in SMEs 0 aFueling innovation through information technology in SMEs c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. 1 aCraig, Justin u/biblio/fueling-innovation-through-information-technology-smes 00725nas a2200169 4500008004100000245017600041210006900217260000900286300001100295490000700306653001500313653003200328100002100360700001800381700002000399856013600419 2007 eng d 00 aIntegration of value chain position and Porters (1980) competitive strategies in the market orientation conversation: An examination of upstream and downstream activities. 0 aIntegration of value chain position and Porters 1980 competitive c2007 a91-106 0 v13 10 aManagement 10 aStrategy & Entrepreneurship 1 aNicovich, Stefan 1 aDibrell, Clay 1 aDavis, Peter, S u/biblio/integration-value-chain-position-and-porters-1980-competitive-strategies-market-orientation 00608nas a2200145 4500008004100000245009100041210006900132260003000201653001500231653003200246100001800278700001800296700001800314856013000332 2007 eng d 00 aLeveraging family-based brand identity to enhance firm competitiveness and performance 0 aLeveraging familybased brand identity to enhance firm competitiv aFort Lauderdale, FL c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCraig, Justin 1 aDavis, P., S. u/biblio/leveraging-family-based-brand-identity-enhance-firm-competitiveness-and-performance-0 00615nas a2200157 4500008004100000245009000041210006900131260002400200653001500224653003200239100001600271700001800287700001600305700001800321856011800339 2007 eng d 00 aMeasuring legitimacy of startups: The development of constructs and their parameters. 0 aMeasuring legitimacy of startups The development of constructs a aPortland, OR. c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aJohnson, A. 1 aDibrell, Clay 1 aHolcomb, R. 1 aCraig, Justin u/biblio/measuring-legitimacy-startups-development-constructs-and-their-parameters 00633nas a2200145 4500008004100000245011000041210006900151260002700220653001500247653003200262100002000294700001800314700001800332856013700350 2007 eng d 00 aNavigating the Competitive Landscape: The Mediating Role of Innovation in Strategic Planning Capabilities 0 aNavigating the Competitive Landscape The Mediating Role of Innov aPhiladelphia, PA c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aNeubaum, Donald 1 aDibrell, Clay 1 aCraig, Justin u/biblio/navigating-competitive-landscape-mediating-role-innovation-strategic-planning-capabilities-0 00631nas a2200157 4500008004100000245009100041210006900132260002900201653001500230653003200245100001800277700001600295700001800311700001900329856012500348 2007 eng d 00 aOvercoming liability of newness through legitimacy: A stakeholder salience perspective 0 aOvercoming liability of newness through legitimacy A stakeholder aSydney, Australia. c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aJohnson, A. 1 aCraig, Justin 1 aMoores, K., J. u/biblio/overcoming-liability-newness-through-legitimacy-stakeholder-salience-perspective 00690nas a2200169 4500008004100000245011400041210006900155260002400224653001500248653003200263100001800295700001900313700002000332700001600352700001800368856013400386 2007 eng d 00 aThe Road to Legitimacy: A Study of Startups and their Established Competitors in the Australian Wine Industry 0 aRoad to Legitimacy A Study of Startups and their Established Com aMadrid, Spain c2007 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aJohnson, Aaron 1 aDavis, Peter, S 1 aMoores, Ken 1 aCraig, Justin u/biblio/road-legitimacy-study-startups-and-their-established-competitors-australian-wine-industry 00612nas a2200181 4500008004100000245007200041210006900113260000900182300001200191490000700203653002100210653001500231653003200246100001700278700001800295700001400313856010300327 2006 eng d 00 aMarket orientation, strategy, and performance in the forest industr 0 aMarket orientation strategy and performance in the forest indust c2006 a209-220 0 v52 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aHansen, Eric 1 aDibrell, Clay 1 aDown, Jon u/biblio/market-orientation-strategy-and-performance-forest-industr 00577nas a2200133 4500008004100000245009800041210006900139260001800208653001500226653003200241100001800273700002000291856013200311 2006 eng d 00 aPerformance implications of temporal orientation and IT in organization-environment alignment 0 aPerformance implications of temporal orientation and IT in organ aAtlanta c2006 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, Peter, S u/biblio/performance-implications-temporal-orientation-and-it-organization-environment-alignment 00554nas a2200145 4500008004100000245007200041210006900113260002300182653001500205653003200220100001800252700001800270700001400288856010600302 2005 eng d 00 aChronicity and innovation as responses to environmental disruptions 0 aChronicity and innovation as responses to environmental disrupti aHonolulu, HI c2005 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. 1 aCarol, T. u/biblio/chronicity-and-innovation-responses-environmental-disruptions 01645nas a2200181 4500008004100000245016000041210006900201260000900270300001200279490000700291520093400298653001501232653003201247100001601279700001801295700001801313856013201331 2005 eng d 00 aThe evolving role of cooperation among multinational corporations and indigenous organizations in transition economies: A migration away from confrontation 0 aevolving role of cooperation among multinational corporations an c2005 a223-234 0 v40 3 aRecent trends toward greater globalization and the increasing number of transition economies are changing the nature of the relationships among multinational enterprises (MNEs), organizations in transition economies (OTEs), and the OTEs' governments from a traditional conflict-based perspective towards consisting of cooperation and collaboration. This paper draws on the theory of cooperation that incorporates the concepts of substitutability (substitution of goals), cathexis (commitment to a specific goal), and inducibility (open to influence) to describe the emerging interactive relationship between MNEs and OTEs. Due to changing global competitive trends, we propose that MNEs, OTEs, and transition economy governments act in their best interests through a continuum of cooperation and confrontation. We propose that the two theories of cooperation and confrontation are not paradoxical but are in effect complementary. 10 aManagement 10 aStrategy & Entrepreneurship 1 aDanskin, P. 1 aDibrell, Clay 1 aKedia, B., L. u/biblio/evolving-role-cooperation-among-multinational-corporations-and-indigenous-organizations 00567nas a2200169 4500008004100000245006800041210006300109260000900172300001200181490000700193653001500200653003200215100001800247700001800265700001600283856009800299 2005 eng d 00 aThe influence of internationalization on time-based competition 0 ainfluence of internationalization on timebased competition c2005 a173-195 0 v45 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. 1 aDanskin, P. u/biblio/influence-internationalization-time-based-competition 00617nas a2200145 4500008004100000245010500041210006900146260002200215653001500237653003200252100001800284700001800302700001800320856013300338 2005 eng d 00 aInnovation and Firm Performance: The Role of Information Technology in Small and Medium-Sized Firms 0 aInnovation and Firm Performance The Role of Information Technolo aOrlando, FL c2005 10 aManagement 10 aStrategy & Entrepreneurship 1 aCraig, Justin 1 aDibrell, Clay 1 aDavis, P., S. u/biblio/innovation-and-firm-performance-role-information-technology-small-and-medium-sized-firms 01687nas a2200181 4500008004100000245009400041210006900135260000900204300000900213490000700222520105200229653001501281653003201296100001801328700001701346700001801363856012401381 2004 eng d 00 aEmpirical evaluation of an integrated supply chain model for small and medium sized firms 0 aEmpirical evaluation of an integrated supply chain model for sma c2004 a1-19 0 v17 3 aWith increased global competitive pressures, companies operating in these competitive environments are not only looking to their distribution division to save money, but also to generate competitive advantages. One technique is the integrated supply chain. However, this process has not met with success for all companies, leading some managers to consider the appropriateness of an integrated supply chain. This dearth of success could be attributed to the lack of scholarship to guide managers in their efforts to formulate and then implement their integrated supply chain strategies. In an effort to fill this gap, our paper draws on resource dependency theory and the realities of ever-increasing information technology sophistication as enablers of successful supply chain integration, resulting in the creation of our model to guide managers throughout this process. Through a Web-based survey, 329 responses were collected and analyzed through a structural equation modeling technique using LISREL to confirm the relationships in the model. 10 aManagement 10 aStrategy & Entrepreneurship 1 aSakaguchi, T. 1 aNicovich, S. 1 aDibrell, Clay u/biblio/empirical-evaluation-integrated-supply-chain-model-small-and-medium-sized-firms 00650nas a2200157 4500008004100000245010200041210006900143260002800212653002100240653001500261653003200276100001400308700001800322700001800340856013400358 2004 eng d 00 aEntrepreneurial firm success: A triadic examination of strategy planning, choice and flexibility 0 aEntrepreneurial firm success A triadic examination of strategy p aGlasgow, Scotland c2004 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDown, Jon 1 aDibrell, Clay 1 aCraig, Justin u/biblio/entrepreneurial-firm-success-triadic-examination-strategy-planning-choice-and-flexibility 00598nas a2200133 4500008004100000245010900041210006900150260003000219653001500249653003200264100001800296700001600314856013400330 2004 eng d 00 aFounding family leadership, product market competition, and firm performance among publicly traded firms 0 aFounding family leadership product market competition and firm p aZurich, Switzerland c2004 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aRandøy, T. u/biblio/founding-family-leadership-product-market-competition-and-firm-performance-among-publicly 00663nas a2200145 4500008004100000245014500041210006900186260002800255653001500283653003200298100001800330700001600348700001800364856013500382 2004 eng d 00 aGaining and Sustaining Competitive Advantage: The Effects of Strategic Flexibility and Information Technology Among Internationalizing Firms 0 aGaining and Sustaining Competitive Advantage The Effects of Stra aStockholm, Sweden c2004 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aBabakus, E. 1 aDavis, P., S. u/biblio/gaining-and-sustaining-competitive-advantage-effects-strategic-flexibility-and-information 00571nas a2200121 4500008004100000245011100041210006900152260003200221653001500253653003200268100001800300856013100318 2004 eng d 00 aIntegrating firm temporal activities with information technology: Innovation and performance implications 0 aIntegrating firm temporal activities with information technology aSan Juan, Puerto Rico c2004 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay u/biblio/integrating-firm-temporal-activities-information-technology-innovation-and-performance 00629nas a2200157 4500008004100000245009500041210006900136260002700205653002100232653001500253653003200268100001800300700001500318700001400333856012400347 2004 eng d 00 aMarket orientation: The role of strategic planning and strategy choice on firm performance 0 aMarket orientation The role of strategic planning and strategy c aNew Orleans, LA. c2004 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aHansen, E. 1 aDown, Jon u/biblio/market-orientation-role-strategic-planning-and-strategy-choice-firm-performance 00663nas a2200157 4500008004100000245013700041210006900178260000900247653002100256653001500277653003200292100001800324700001800342700001400360856013100374 2004 eng d 00 aThe moderating role of strategic flexibility in the strategic planning to innovation relationship: A study of entrepreneurial firms. 0 amoderating role of strategic flexibility in the strategic planni c2004 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aCraig, Justin 1 aDibrell, Clay 1 aDown, Jon u/biblio/moderating-role-strategic-flexibility-strategic-planning-innovation-relationship-study 00482nas a2200121 4500008004100000245006500041210006500106260002200171653001500193653003200208100001800240856010200258 2003 eng d 00 aApplying methodological perspecitives to Stategic Management 0 aApplying methodological perspecitives to Stategic Management aSeattle, WA c2003 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay u/biblio/applying-methodological-perspecitives-stategic-management 00563nas a2200157 4500008004100000245007300041210006900114260000900183300001000192490000600202653001500208653003200223100002100255700001800276856011100294 2003 eng d 00 aConsumers and technology: Are we creating relationships or distance? 0 aConsumers and technology Are we creating relationships or distan c2003 a31-46 0 v8 10 aManagement 10 aStrategy & Entrepreneurship 1 aPeterson, R., L. 1 aDibrell, Clay u/biblio/consumers-and-technology-are-we-creating-relationships-or-distance 00487nas a2200133 4500008004100000245006200041210005700103260002400160653001500184653003200199100001800231700001800249856008600267 2003 eng d 00 aThe effects of IT in the value cycleperformance linkage 0 aeffects of IT in the value cycle performance linkage aBaltimore, MD c2003 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. u/biblio/effects-it-value-cycleperformance-linkage 00571nas a2200145 4500008004100000245008200041210006900123260002100192653001500213653003200228100001800260700001800278700001800296856011100314 2003 eng d 00 aAn Examination of Time Pacing, Strategy, and Performance in Born Global Firms 0 aExamination of Time Pacing Strategy and Performance in Born Glob aBoston, MA c2003 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aHarveston, P. 1 aDavis, P., S. u/biblio/examination-time-pacing-strategy-and-performance-born-global-firms 00643nas a2200169 4500008004100000245010300041210006900144260000900213300001200222490000600234653001500240653003200255100001800287700001800305700002200323856012800345 2003 eng d 00 aInhibitors and enhancers: The role of internal and external stakeholders in the transition process 0 aInhibitors and enhancers The role of internal and external stake c2003 a125-139 0 v4 10 aManagement 10 aStrategy & Entrepreneurship 1 aKedia, B., L. 1 aDibrell, Clay 1 aHarveston, P., D. u/biblio/inhibitors-and-enhancers-role-internal-and-external-stakeholders-transition-process 00732nas a2200181 4500008004100000245012300041210006900164260003200233653002100265653001500286653003200301100001800333700001400351700001600365700001500381700001600396856013800412 2003 eng d 00 aA resource-based view and market orientation theory examination of the role of "familiness" in family business success 0 aresourcebased view and market orientation theory examination of aLausanne, Switzerland c2003 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDown, Jon 1 aGreen, Mark 1 aHansen, E. 1 aJohnson, A. u/biblio/resource-based-view-and-market-orientation-theory-examination-role-familiness-family-business 00610nas a2200145 4500008004100000245010000041210006900141260002200210653002100232653001500253653003200268100001800300700001400318856013200332 2003 eng d 00 aStrategic Planning Flexibility and Firm Performance Under Distinct Competitive Strategy Choices 0 aStrategic Planning Flexibility and Firm Performance Under Distin aSeattle, WA c2003 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDown, Jon u/biblio/strategic-planning-flexibility-and-firm-performance-under-distinct-competitive-strategy 00551nas a2200133 4500008004100000245008500041210006900126260002100195653001500216653003200231100001800263700001600281856012000297 2003 eng d 00 aStrategic Planning Lessons from Successful Vertically Integrated Food Processors 0 aStrategic Planning Lessons from Successful Vertically Integrated aBiloxi, MS c2003 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aJohnson, A. u/biblio/strategic-planning-lessons-successful-vertically-integrated-food-processors 00593nas a2200145 4500008004100000245008700041210006900128260002400197653002100221653001500242653003200257100001400289700001800303856012600321 2003 eng d 00 aStrategy process insights: Achieving planning discipline and strategic flexibility 0 aStrategy process insights Achieving planning discipline and stra aHartford, CT. c2003 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDown, Jon 1 aDibrell, Clay u/biblio/strategy-process-insights-achieving-planning-discipline-and-strategic-flexibility 00605nas a2200133 4500008004100000245011600041210006900157260002400226653001500250653003200265100001800297700001800315856013800333 2003 eng d 00 aStrengthening the strategic flexibility-performance relationship: The role of IT among internationalizing firms 0 aStrengthening the strategic flexibilityperformance relationship aBaltimore, MD c2003 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. u/biblio/strengthening-strategic-flexibility-performance-relationship-role-it-among-internationalizing 00460nas a2200133 4500008004100000245004700041210004600088260002200134653001500156653003200171100001800203700001800221856008700239 2003 eng d 00 aTime-based strategies and firm performance 0 aTimebased strategies and firm performance aSeattle, WA c2003 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. u/biblio/time-based-strategies-and-firm-performance 00601nas a2200145 4500008004100000245010100041210006900142260002100211653001500232653003200247100001800279700001700297700001200314856012900326 2002 eng d 00 aAdequate measurement isn't just "nice:" A review of measurement practices in management research 0 aAdequate measurement isnt just nice A review of measurement prac aDenver, CO c2002 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aCogliser, C. 1 aHua, S. u/biblio/adequate-measurement-isnt-just-nice-review-measurement-practices-management-research 00623nas a2200145 4500008004100000245010300041210006900144260002200213653001500235653003200250100001800282700002200300700001800322856013700340 2002 eng d 00 aCompetitive Strategy, IT Asset Investment and Firm Performance: Implications for Born Global Firms 0 aCompetitive Strategy IT Asset Investment and Firm Performance Im aBoulder, CO c2002 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aHarveston, P., D. 1 aDavis, P., S. u/biblio/competitive-strategy-it-asset-investment-and-firm-performance-implications-born-global-firms 00498nas a2200145 4500008004100000245005200041210005200093260002100145653001500166653003200181100001800213700001800231700001700249856008600266 2002 eng d 00 aDevelopment of an integrated supply chain model 0 aDevelopment of an integrated supply chain model aDallas, TX c2002 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aSakaguchi, T. 1 aNicovich, S. u/biblio/development-integrated-supply-chain-model 01113nas a2200169 4500008004100000245008400041210006900125260000900194300001200203490000700215520052000222653001500742653003200757100001600789700001800805856012000823 2002 eng d 00 aHow and why Norwegian MNCs commit resources abroad: Beyond choice of entry mode 0 aHow and why Norwegian MNCs commit resources abroad Beyond choice c2002 a119-140 0 v42 3 aThis study provides a model of MNC's commitment of resources in foreign countries. The results suggest that the strategic motives are important to MNC's decisions. * The data is based on Norwegian MNC's activities in Sweden, Germany, the United Kingdom, Spain, Poland, Japan, and the United States. Key Results * This research reveals how and why firm-specific, location-specific, and transaction-specific variables need to be supplemented by strategic factors to fully understand MNC's resource commitments abroad. 10 aManagement 10 aStrategy & Entrepreneurship 1 aRandøy, T. 1 aDibrell, Clay u/biblio/how-and-why-norwegian-mncs-commit-resources-abroad-beyond-choice-entry-mode 00607nas a2200169 4500008004100000245009100041210006900132260000900201300001200210490000700222653001500229653003200244100001800276700001800294700001300312856011200325 2002 eng d 00 aThe impact of time on the strategy-performance relationship: Implications for managers 0 aimpact of time on the strategyperformance relationship Implicati c2002 a339-347 0 v31 10 aManagement 10 aStrategy & Entrepreneurship 1 aDavis, P., S. 1 aDibrell, Clay 1 aJanz, B. u/biblio/impact-time-strategy-performance-relationship-implications-managers 00544nas a2200145 4500008004100000245006800041210006300109260002100172653001500193653003200208100001800240700001800258700002200276856010000298 2002 eng d 00 aThe influence of internationalization on time-based competition 0 ainfluence of internationalization on timebased competition aDenver, CO c2002 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. 1 aHarveston, P., D. u/biblio/influence-internationalization-time-based-competition-0 00583nas a2200145 4500008004100000245008400041210006900125260002400194653001500218653003200233100001800265700001600283700001800299856012000317 2002 eng d 00 aLeadership, competitive environments and firm performance in closely held firms 0 aLeadership competitive environments and firm performance in clos aParis, France c2002 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aRandøy, T. 1 aDavis, P., S. u/biblio/leadership-competitive-environments-and-firm-performance-closely-held-firms 01475nas a2200181 4500008004100000245012000041210006900161260000900230300001200239490000700251520079500258653001501053653003201068100002101100700001801121700001701139856013701156 2002 eng d 00 aLong- vs. short-term performance perspectives of Western European, Japanese, and U.S. countries: where do they lie? 0 aLong vs shortterm performance perspectives of Western European J c2002 a245-255 0 v37 3 aThis paper examines the differences between Eastern and Western companies regarding long- vs. short-term orientations. Utilizing Hofstede's long-term orientation index, this study scrutinizes both long- and short-term performance measurements for companies from Western Europe, Japan, and the United States. The findings suggest that Western European companies place an equally higher priority on both long- and short-term measures of performance compared to companies from Japan and the United States. Additionally, Japanese companies were postulated by the literature to employ a long-term orientation toward company performance greater than U.S. companies. However, our results do not support this statement, as U.S. and Japanese companies were not statistically significantly different. 10 aManagement 10 aStrategy & Entrepreneurship 1 aPeterson, R., L. 1 aDibrell, Clay 1 aPett, T., L. u/biblio/long-vs-short-term-performance-perspectives-western-european-japanese-and-us-countries-where 01595nas a2200169 4500008004100000245007600041210006900117260000900186300001200195490000700207520102300214653001501237653003201252100001801284700001501302856010801317 2002 eng d 00 aOrganization design: The continuing influence of information technology 0 aOrganization design The continuing influence of information tech c2002 a620-627 0 v40 3 aDrawing from an information processing perspective, this paper examines how information technology (IT) has been a catalyst in the development of new forms of organizational structures. The article draws a historical linkage between the relative stability of an organization's task environment starting after the Second World War to the present environmental instability that now characterizes many industries. Specifically, the authors suggest that advances in IT have enabled managers to adapt existing forms and create new models for organizational design that better fit requirements of an unstable environment. Time has seemingly borne out this hypothesis as the bureaucratic structure evolved to the matrix to the network and now to the emerging shadow structure. IT has gone from a support mechanism to a substitute for organizational structures in the form of the shadow structure. The article suggests that the evolving and expanding role of IT will continue for organizations that face unstable environments. 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aMiller, T. u/biblio/organization-design-continuing-influence-information-technology 00689nas a2200145 4500008004100000245016800041210006900209260003200278653001500310653003200325100001800357700002200375700001800397856012800415 2002 eng d 00 aRevisiting the complex relationship between multinational enterprises and organizations in transitions economies through the logic of the Copenhagen Interpretation 0 aRevisiting the complex relationship between multinational enterp aSan Juan, Puerto Rico c2002 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aHarveston, P., D. 1 aKedia, B., L. u/biblio/revisiting-complex-relationship-between-multinational-enterprises-and-organizations 00615nas a2200145 4500008004100000245010600041210006900147260002300216653002100239653001500260653003200275100001400307700001800321856013000339 2002 eng d 00 aThe second coming of deliberate strategic planning processes: Insights gained from a global industry 0 asecond coming of deliberate strategic planning processes Insight aSanta Fe, NM c2002 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDown, Jon 1 aDibrell, Clay u/biblio/second-coming-deliberate-strategic-planning-processes-insights-gained-global-industry 00605nas a2200145 4500008004100000245009800041210006900139260002400208653002100232653001500253653003200268100001800300700001400318856012700332 2002 eng d 00 aStrategic thinking in a global industry: Strategy process insights from forest products firms 0 aStrategic thinking in a global industry Strategy process insight aParis, France c2002 10 aEntrepreneurship 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDown, Jon u/biblio/strategic-thinking-global-industry-strategy-process-insights-forest-products-firms 00525nas a2200145 4500008004100000245005900041210005800100260002100158653001500179653003200194100001800226700002100244700001800265856009600283 2001 eng d 00 aGlobal integrated supply chain: A theoretical typology 0 aGlobal integrated supply chain A theoretical typology aDallas, TX c2001 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aNicovich, Stefan 1 aSakaguchi, T. u/biblio/global-integrated-supply-chain-theoretical-typology 00583nas a2200145 4500008004100000245008200041210006900123260002800192653001500220653003200235100001800267700002200285700001800307856011200325 2001 eng d 00 aThe influence of firm internationalization and cycle time on firm performance 0 ainfluence of firm internationalization and cycle time on firm pe aSydney, Australia c2001 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aHarveston, P., D. 1 aDavis, P., S. u/biblio/influence-firm-internationalization-and-cycle-time-firm-performance 00634nas a2200145 4500008004100000245012100041210006900162260002600231653001500257653003200272100001800304700001800322700001700340856013100357 2001 eng d 00 aA longitudinal analysis of country of origin as a predictor of strategic change and performance in global industries 0 alongitudinal analysis of country of origin as a predictor of str aWashington, D.C c2001 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. 1 aPett, T., L. u/biblio/longitudinal-analysis-country-origin-predictor-strategic-change-and-performance-global 01049nas a2200169 4500008004100000245005900041210005700100260000900157300001200166490000600178520051900184653001500703653003200718100001700750700001800767856009400785 2001 eng d 00 aA process model of global strategic alliance formation 0 aprocess model of global strategic alliance formation c2001 a349-364 0 v7 3 aDevelops a conceptual framework of global strategic alliances by using the hybrid type of organization as part of the framework. The framework illustrates the relationships of various characteristics that might be present in an industry and across national boundaries that would influence alliance participation. The model developed here is based on four echelons, the exploratory, recurrent, relational, and outcome stages. Concludes with some general comments on the proposed global strategic alliance framework. 10 aManagement 10 aStrategy & Entrepreneurship 1 aPett, T., L. 1 aDibrell, Clay u/biblio/process-model-global-strategic-alliance-formation 00528nas a2200133 4500008004100000245006900041210006700110260002800177653001500205653003200220100001800252700001800270856010600288 2001 eng d 00 aTime pacing behaviors and performance: A three-study exploration 0 aTime pacing behaviors and performance A threestudy exploration aSan Francisco, CA c2001 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. u/biblio/time-pacing-behaviors-and-performance-three-study-exploration 00618nas a2200145 4500008004100000245011000041210006900151260002200220653001500242653003200257100001800289700001800307700001700325856013000342 2000 eng d 00 aA longitudinal analysis of the effects of information technology on firm performance in a global industry 0 alongitudinal analysis of the effects of information technology o aPhoenix, AZ c2000 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. 1 aPett, T., L. u/biblio/longitudinal-analysis-effects-information-technology-firm-performance-global-industry 00561nas a2200145 4500008004100000245007600041210006900117260002600186653001500212653003200227100001800259700001800277700001300295856010700308 2000 eng d 00 aThe strategy-performance relationship: Time the complementary dimension 0 astrategyperformance relationship Time the complementary dimensio aToronto, Canada c2000 10 aManagement 10 aStrategy & Entrepreneurship 1 aDibrell, Clay 1 aDavis, P., S. 1 aJanz, B. u/biblio/strategy-performance-relationship-time-complementary-dimension