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Statistical Models for Strategic Management

Author

Listed:
  • Michel Ghertman

    (HEC Paris - Ecole des Hautes Etudes Commerciales)

  • Jacques Obadia

    (HEC Paris - Ecole des Hautes Etudes Commerciales)

  • Jean-Luc Arregle

    (EDHEC - EDHEC Business School - UCL - Université catholique de Lille)

Abstract

Statistical Models for Strategic Management offers practical guidance in the use of statistical models for empirical research in strategic management. The contributions in this edited volume come from distinguished researchers in the field of Strategic Management, and provide illustration of most statistical models that are relevant for strategy research. The book is divided into four major topical areas: Strategic Analysis and Firm Strategies; The Resource-Based View of the Firm; Transaction Costs, Agency Theory, and the Boundaries of the Firm; and Corporate Alliances, Acquisitions and Networks

Suggested Citation

  • Michel Ghertman & Jacques Obadia & Jean-Luc Arregle, 1997. "Statistical Models for Strategic Management," Post-Print hal-02297971, HAL.
    • Handle: RePEc:hal:journl:hal-02297971
    DOI: 10.1007/978-1-4757-2614-5
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    Citations

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    Cited by:

    1. Coeurderoy, Regis & Durand, Rodolphe, 2004. "Leveraging the advantage of early entry: proprietary technologies versus cost leadership," Journal of Business Research, Elsevier, vol. 57(6), pages 583-590, June.
    2. Vaaler, Paul M. & Aguilera, Ruth V. & Flores, Ricardo G., 2007. "New Methods for Ex Post Evaluation of Regional Grouping Schemes in International Business Research: A Simulated Annealing Approach," Working Papers 07-0105, University of Illinois at Urbana-Champaign, College of Business.
    3. GHERTMAN, Michel & HADIDA, Allegre L., 1999. "Institutions, Institutional Change, Strategic Assets and Competitive Advantage of American and French Film Industries (1895-1998)," HEC Research Papers Series 669, HEC Paris.
    4. Régis Coeurderoy & Rodolphe Durand, 2001. "La cohérence des choix stratégiques:l'impact des décisions d'entrée et des stratégies génériques sur la performance organisationnelle des firmes," Revue Finance Contrôle Stratégie, revues.org, vol. 4(3), pages 57-88, September.
    5. George Nakos & Keith D. Brouthers, 2002. "Entry Mode Choice of SMEs in Central and Eastern Europe," Entrepreneurship Theory and Practice, , vol. 27(1), pages 47-63, January.
    6. Gil, Adrian & Nakos, George & Brouthers, Lance Eliot & Brouthers, Keith D., 2006. "Country-specific strategy and new venture formation in Central and East Europe," International Business Review, Elsevier, vol. 15(1), pages 1-13, February.
    7. Lojacono, Gabriella & Misani, Nicola & Tallman, Stephen, 2017. "Offshoring, local market entry, and the strategic context of cross-border alliances: The impact on the governance mode," International Business Review, Elsevier, vol. 26(3), pages 435-447.
    8. Durand, Rodolphe & Coeurderoy, Regis, 2001. "Age, order of entry, strategic orientation, and organizational performance," Journal of Business Venturing, Elsevier, vol. 16(5), pages 471-494, September.
    9. Pankaj Patel & Sherry Thatcher & Katerina Bezrukova, 2013. "Organizationally-relevant configurations: the value of modeling local dependence," Quality & Quantity: International Journal of Methodology, Springer, vol. 47(1), pages 287-311, January.
    10. David WARD, 2009. "Needs Seeded Strategies," Journal of Applied Economic Sciences, Spiru Haret University, Faculty of Financial Management and Accounting Craiova, vol. 4(3(9)_Fall).

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