00602nas a2200145   4500008004100000245010100041210006900142260000900211490001600220653003200236100001800268700002500286700001800311856012700329       2021                        eng d00aCompeting both ways: How combining Porter's low-cost and focus strategies hurts firm performance0 aCompeting both ways How combining Porters lowcost and focus stra  c20210 vforthcoming10aStrategy & Entrepreneurship1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/competing-both-ways-how-combining-porters-low-cost-and-focus-strategies-hurts-firm01513nas a2200169   4500008004100000245012700041210006900168260000900237300001000246490000700256520084900263653003201112100002501144700001801169700001801187856013801205       2017                        eng d00aExamining alliance portfolios beyond the dyads: The relevance of redundancy and non-uniformity across and between partners0 aExamining alliance portfolios beyond the dyads The relevance of   c2017  a56-730 v283 aIn this research, we unpack how interdependencies affect not just individual dyads but also value creation across an alliance portfolio and ultimately a focal firm’s performance. Moving beyond the collection of dyadic relationships of individual alliances, we examine more holistically the distribution of power imbalances and mutual dependences within alliance portfolios, as well as the impact of redundancies in portfolio partners’ resources. Building on resource dependence theory, we develop and test arguments on a sample of 59 firms in the U.S. passenger airline industry during 1998–2011. We find that nonuniform distributions of power imbalances and mutual dependences within the alliance portfolio as well as redundancy affect firm performance in different ways, which has implications for the management of alliance portfolios.10aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aKarim, Samina1 aLee, Chi-Hyon  u/biblio/examining-alliance-portfolios-beyond-dyads-relevance-redundancy-and-non-uniformity-across-and00613nas a2200157   4500008004100000245009400041210006900135260000900204300001200213490000700225653003200232100001800264700002500282700001800307856013000325       2016                        eng d00aGrouping interdependent tasks: Using spectral graph partitioning to study complex systems0 aGrouping interdependent tasks Using spectral graph partitioning   c2016  a177-1910 v3710aStrategy & Entrepreneurship1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/grouping-interdependent-tasks-using-spectral-graph-partitioning-study-complex-systems00600nas a2200145   4500008004100000245010600041210006900147260000900216300001200225490000700237653003200244100002500276700002000301856013300321       2014                        eng d00aThe influences of capital market munificence on new-venture alliance formation in emerging industries0 ainfluences of capital market munificence on newventure alliance   c2014  a225-2430 v1210aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBarden, Jeffrey  u/biblio/influences-capital-market-munificence-new-venture-alliance-formation-emerging-industries00596nas a2200145   4500008004100000245010000041210006900141260000900210300001400219490000700233653003200240100002500272700001800297856013500315       2014                        eng d00aUnpacking functional alliance portfolios: How signals of viability affect young firms' outcomes0 aUnpacking functional alliance portfolios How signals of viabilit  c2014  a1364-13850 v3510aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aKarim, Samina  u/biblio/unpacking-functional-alliance-portfolios-how-signals-viability-affect-young-firms-outcomes00540nas a2200145   4500008004100000245006700041210006500108260000900173300002300182490000700205653003200212100002500244700002300269856010200292       2008                        eng d00aBetter in pairs?: Interactions between alliances and corporate0 aBetter in pairs Interactions between alliances and corporate  c2008  a626-640, Article 40 v2810aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aLiPuma, Joseph, A.  u/biblio/better-pairs-interactions-between-alliances-and-corporate00642nas a2200157   4500008004100000245010900041210006900150260000900219300001000228490000600238653003200244100002500276700002300301700002200324856013800346       2004                        eng d00aPutting your best foot forward?: Assessments of entrepreneurial social competence from two perspectives.0 aPutting your best foot forward Assessments of entrepreneurial so  c2004  a17-260 v710aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBrush, Candida, G.1 aBaron, Robert, A.  u/biblio/putting-your-best-foot-forward-assessments-entrepreneurial-social-competence-two-perspectives00614nas a2200157   4500008004100000245009600041210006900137260000900206300001100215490000700226653003200233100002500265700002300290700002200313856012100335       2002                        eng d00aShow me the money!: Assessments of entrepreneurial social competence from two perspectives.0 aShow me the money Assessments of entrepreneurial social competen  c2002  a89-1000 v2410aStrategy & Entrepreneurship1 aHoehn-Weiss, Manuela1 aBrush, Candida, G.1 aBaron, Robert, A.  u/biblio/show-me-money-assessments-entrepreneurial-social-competence-two-perspectives00604nas a2200133   4500008004000000245012200040210006900162260001800231653003200249100001800281700001800299700002500317856012800342       0                           engd00aTask bottlenecks and resource bottlenecks: A holistic examination of task systems through an organization design lens0 aTask bottlenecks and resource bottlenecks A holistic examination  c2022 In Press10aStrategy & Entrepreneurship1 aKarim, Samina1 aLee, Chi-Hyon1 aHoehn-Weiss, Manuela  u/biblio/task-bottlenecks-and-resource-bottlenecks-holistic-examination-task-systems-through