Charles Dhanaraj | Indiana University Indianapolis (original) (raw)
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Papers by Charles Dhanaraj
Abstract Innovation networks can often be viewed as loosely coupled systems of autonomous firms. ... more Abstract Innovation networks can often be viewed as loosely coupled systems of autonomous firms. We propose that hub firms orchestrate network activities to ensure the creation and extraction of value, without the benefit of hierarchical authority. Orchestration comprises knowledge mobility, innovation appropriability, and network stability.
Abstract Despite the emerging consensus that most multinational enterprises (MNEs) are regional, ... more Abstract Despite the emerging consensus that most multinational enterprises (MNEs) are regional, systematic theory explaining regionalization is conspicuously absent, and empirical findings on its implications for MNE performance remain mixed. Drawing on internalization theory, we suggest that technological advantage and institutional diversity determine firms' home-region orientation (HRO), and we posit a simultaneous relationship between HRO and performance.
bus.emory.edu
The dynamic capability perspective creates a paradox for organizational theorists. While they are... more The dynamic capability perspective creates a paradox for organizational theorists. While they are critical for organizational performance, they constitute tacit, complex, and embedded knowledge-difficult to create, and even more difficult to diffuse within the organization. How can large globally dispersed organizations create new dynamic capabilities? We present a grounded theory of capability creation, based on a longitudinal study of alliance management function within a large pharmaceutical firm based in the US. The ethnographic study analyzes data on organizational actions over a period in which the firm moved from a novice to a recognized industry leader in alliance capability. We direct our attention to the role of corporate capability centers (CCC) in creating dynamic capability within an organization, identifying six distinct processes of capability creation, enmeshed within a short and a long cycle. We draw several propositions with implications for advancing theory of dynamic capabilities and alliance management, and their application to organizational capabilities that include international management.
Finite elements in analysis and design, Jan 1, 1992
Abstract In this work four new methods of obtaining the matrix of direction cosines, which are ne... more Abstract In this work four new methods of obtaining the matrix of direction cosines, which are needed in the static or dynamic analysis of three-dimensional structures, are discussed. Their applications in two different fields are illustrated by suitable examples.
... HKUROS, 174813. Persistent Identifier, http://hdl.handle.net/10722/128440\. DC Field. Value. d... more ... HKUROS, 174813. Persistent Identifier, http://hdl.handle.net/10722/128440. DC Field. Value. dc.contributor.author, Dhanaraj, C. dc.contributor.author, Beamish, PW. dc.contributor.author, Celly, N. dc.date.accessioned, 2010-10-31T14:27:32Z. dc.date.available, 2010-10-31T14:27 ...
Innovating Strategy …, Jan 1, 2005
CHAPTER EIGHT Critical Issues in Learning Processes Marjorie A. Lyles, Charles Dhanaraj, H. Kevin... more CHAPTER EIGHT Critical Issues in Learning Processes Marjorie A. Lyles, Charles Dhanaraj, H. Kevin Steensma As researchers who have been studying organizational learning ... In DJ Teece (ed.), The Competitive Challenge: Strategies for Industrial Innovation and Renewal. ...
warwick.ac.uk
Many theorists describe organizational learning as being comprised of three stages: learning, unl... more Many theorists describe organizational learning as being comprised of three stages: learning, unlearning, and innovation. Despite its elegance, little is known about the details associated with each stage or the impact on performance. This is particularly critical in the private sector in transitional economies since it affects the regional economic health. The changing institutional environment requires that firms develop new learning capabilities and strategic flexibility. As firms face the obsolescence of their former socialist-style managerial skills, they need to quickly change over to new approaches. One method of quickly acquiring these skills and knowledge is through partnerships with foreign firms. Thus, private firms such as IJVs and SMEs develop competitive advantages by learning from their foreign parents and by creating new learning processes. We report on aspects of a longitudinal study of 10 years in Hungary which has resulted in a National Science Foundation grant. A longitudinal perspective of the knowledge acquisition process, the contribution of the foreign parents, and the development of learning capabilities are possible.
Whether based on the figure of institutional entrepreneur or the dynamic of social movements, mod... more Whether based on the figure of institutional entrepreneur or the dynamic of social movements, models of institutional change have yet to solve the paradox of embedded agency. Studying institutional change from the angle of practices allows introducing a channel by which seeds of change enter the field without modifying logics at first. Political entrepreneurship or grassroots initiative will play a critical role in institutional change as long as they can rely on existing practices. Evolution of conditions to perform day to day activities introduces new problems; solutions trigger the development of new activities. Routinization of new activities leads the emergence of new practices. Non-adoption of practices hinders institutional change. Practices thus inspire, support and limit institutional change. Basing our observations from a case study of the French Doctorate defined as an institution, shifting from research and study to professionalizing diploma, we build a process model of institutional change integrating the dynamic of practices.
journals.elsevier.com
Objectives The special issue on Asian models of leadership aims at providing a forum for new th... more Objectives The special issue on Asian models of leadership aims at providing a forum for new theory and novel empirical findings on the broad topic of Asian leadership. The overarching goal is to provide a forum to bring together empirical work carried out by a ...
New Evidence from Indian …, Jan 1, 2011
Abstract: We explore how differences in process and product R&D capability influence ... more Abstract: We explore how differences in process and product R&D capability influence the extent of learning by exporting (LBE). We theorize two underlying processes that simultaneously influence LBE; While absorptive capacity play a dominant role at lower ...
Innovating Strategy …, Jan 1, 2005
... Pettigrew 12 Explaining the Process of Internationalization by Building Bridges among Existin... more ... Pettigrew 12 Explaining the Process of Internationalization by Building Bridges among Existing Models Alvaro Cuervo-Cazurra, Miguel ... Consensus and Constructive Confrontation: Unifying Forces in the Resource Accumulation Process Franz W. Kellermanns, Steven W. Floyd ...
... OPERATIONAL AND MOTIVATIONAL EFFICIENCY IN INTERNATIONAL STRATEGY AND STRUCTURE Anju Seth, Ta... more ... OPERATIONAL AND MOTIVATIONAL EFFICIENCY IN INTERNATIONAL STRATEGY AND STRUCTURE Anju Seth, Tailan Chi and Sarabjeet Seth 177 ORCHESTRATING GLOBALLY: MANAGING THE MULTINATIONAL ENTERPRISE AS A NETWORK Arvind Parkhe and ...
Abstract Innovation networks can often be viewed as loosely coupled systems of autonomous firms. ... more Abstract Innovation networks can often be viewed as loosely coupled systems of autonomous firms. We propose that hub firms orchestrate network activities to ensure the creation and extraction of value, without the benefit of hierarchical authority. Orchestration comprises knowledge mobility, innovation appropriability, and network stability.
Abstract Despite the emerging consensus that most multinational enterprises (MNEs) are regional, ... more Abstract Despite the emerging consensus that most multinational enterprises (MNEs) are regional, systematic theory explaining regionalization is conspicuously absent, and empirical findings on its implications for MNE performance remain mixed. Drawing on internalization theory, we suggest that technological advantage and institutional diversity determine firms' home-region orientation (HRO), and we posit a simultaneous relationship between HRO and performance.
bus.emory.edu
The dynamic capability perspective creates a paradox for organizational theorists. While they are... more The dynamic capability perspective creates a paradox for organizational theorists. While they are critical for organizational performance, they constitute tacit, complex, and embedded knowledge-difficult to create, and even more difficult to diffuse within the organization. How can large globally dispersed organizations create new dynamic capabilities? We present a grounded theory of capability creation, based on a longitudinal study of alliance management function within a large pharmaceutical firm based in the US. The ethnographic study analyzes data on organizational actions over a period in which the firm moved from a novice to a recognized industry leader in alliance capability. We direct our attention to the role of corporate capability centers (CCC) in creating dynamic capability within an organization, identifying six distinct processes of capability creation, enmeshed within a short and a long cycle. We draw several propositions with implications for advancing theory of dynamic capabilities and alliance management, and their application to organizational capabilities that include international management.
Finite elements in analysis and design, Jan 1, 1992
Abstract In this work four new methods of obtaining the matrix of direction cosines, which are ne... more Abstract In this work four new methods of obtaining the matrix of direction cosines, which are needed in the static or dynamic analysis of three-dimensional structures, are discussed. Their applications in two different fields are illustrated by suitable examples.
... HKUROS, 174813. Persistent Identifier, http://hdl.handle.net/10722/128440\. DC Field. Value. d... more ... HKUROS, 174813. Persistent Identifier, http://hdl.handle.net/10722/128440. DC Field. Value. dc.contributor.author, Dhanaraj, C. dc.contributor.author, Beamish, PW. dc.contributor.author, Celly, N. dc.date.accessioned, 2010-10-31T14:27:32Z. dc.date.available, 2010-10-31T14:27 ...
Innovating Strategy …, Jan 1, 2005
CHAPTER EIGHT Critical Issues in Learning Processes Marjorie A. Lyles, Charles Dhanaraj, H. Kevin... more CHAPTER EIGHT Critical Issues in Learning Processes Marjorie A. Lyles, Charles Dhanaraj, H. Kevin Steensma As researchers who have been studying organizational learning ... In DJ Teece (ed.), The Competitive Challenge: Strategies for Industrial Innovation and Renewal. ...
warwick.ac.uk
Many theorists describe organizational learning as being comprised of three stages: learning, unl... more Many theorists describe organizational learning as being comprised of three stages: learning, unlearning, and innovation. Despite its elegance, little is known about the details associated with each stage or the impact on performance. This is particularly critical in the private sector in transitional economies since it affects the regional economic health. The changing institutional environment requires that firms develop new learning capabilities and strategic flexibility. As firms face the obsolescence of their former socialist-style managerial skills, they need to quickly change over to new approaches. One method of quickly acquiring these skills and knowledge is through partnerships with foreign firms. Thus, private firms such as IJVs and SMEs develop competitive advantages by learning from their foreign parents and by creating new learning processes. We report on aspects of a longitudinal study of 10 years in Hungary which has resulted in a National Science Foundation grant. A longitudinal perspective of the knowledge acquisition process, the contribution of the foreign parents, and the development of learning capabilities are possible.
Whether based on the figure of institutional entrepreneur or the dynamic of social movements, mod... more Whether based on the figure of institutional entrepreneur or the dynamic of social movements, models of institutional change have yet to solve the paradox of embedded agency. Studying institutional change from the angle of practices allows introducing a channel by which seeds of change enter the field without modifying logics at first. Political entrepreneurship or grassroots initiative will play a critical role in institutional change as long as they can rely on existing practices. Evolution of conditions to perform day to day activities introduces new problems; solutions trigger the development of new activities. Routinization of new activities leads the emergence of new practices. Non-adoption of practices hinders institutional change. Practices thus inspire, support and limit institutional change. Basing our observations from a case study of the French Doctorate defined as an institution, shifting from research and study to professionalizing diploma, we build a process model of institutional change integrating the dynamic of practices.
journals.elsevier.com
Objectives The special issue on Asian models of leadership aims at providing a forum for new th... more Objectives The special issue on Asian models of leadership aims at providing a forum for new theory and novel empirical findings on the broad topic of Asian leadership. The overarching goal is to provide a forum to bring together empirical work carried out by a ...
New Evidence from Indian …, Jan 1, 2011
Abstract: We explore how differences in process and product R&D capability influence ... more Abstract: We explore how differences in process and product R&D capability influence the extent of learning by exporting (LBE). We theorize two underlying processes that simultaneously influence LBE; While absorptive capacity play a dominant role at lower ...
Innovating Strategy …, Jan 1, 2005
... Pettigrew 12 Explaining the Process of Internationalization by Building Bridges among Existin... more ... Pettigrew 12 Explaining the Process of Internationalization by Building Bridges among Existing Models Alvaro Cuervo-Cazurra, Miguel ... Consensus and Constructive Confrontation: Unifying Forces in the Resource Accumulation Process Franz W. Kellermanns, Steven W. Floyd ...
... OPERATIONAL AND MOTIVATIONAL EFFICIENCY IN INTERNATIONAL STRATEGY AND STRUCTURE Anju Seth, Ta... more ... OPERATIONAL AND MOTIVATIONAL EFFICIENCY IN INTERNATIONAL STRATEGY AND STRUCTURE Anju Seth, Tailan Chi and Sarabjeet Seth 177 ORCHESTRATING GLOBALLY: MANAGING THE MULTINATIONAL ENTERPRISE AS A NETWORK Arvind Parkhe and ...