Abstract: Healthcare institutions have to innovate by opening themselves up to strategic interdependence with the objective of collaborating on different modes of patients’ management; whether it is hyper-specialization or an integrated full care system. By collaborating the outcome would be the overall improvement of quality and efficiency of health services as there is a growing demand for it in the society. In addition, when considering cooperative strategies, health care institutions are motivated by the present and future socio-economic, demographic and financial challenges facing the health sector. In this paper, we aim to understand how coopetition is implemented in the French healthcare system and the resulting outcomes. The evolution of coopetition is considered via an empirical analysis of the integrated healthcare pathway of Alzheimer patients.

Abstract: The value of resources changes from the time being required at strategic factor markets under uncertainty to the time when these resources are to be deployed. Prescriptive research in the RBV emphasizes that, regardless of the acquisition costs (AC), resources should be allocated to activities that will generate returns above the opportunity cost (OC) of resources. Our paper seeks to explore the connection between the accounting outcomes of resource acquisition and resource deployment decisions. We do so by leveraging the unique context of hedging, which leads to systematic differences between AC and OC. We examine whether and how those accounting profits/losses from the resource acquisition affect the strategic decision of deployment, and particularly the competitive aggressiveness in pursuing market position in downstream markets.

Abstract: We examine how firm-specificity, complexity and modularity of a firm’s resources, individually and together, impact a firm’s performance relative to others in the same industry over time. Our empirical analysis is based on stochastic frontier analysis of firm-level panel data on investments in IT resources by investor-owned electric utilities. We find that a firm’s resource base and overall modularity jointly impact its performance, increased complexity of core resources decreases the change in relative firm performance in the short-run while increasing it in the long-run, increased modularity of core resources increases the change in relative firm performance in the short-run, while decreasing it in the long-run, and (iv) increased firm-specificity of core resources increases the change in relative firm performance in the long-run.

Abstract: Although the research domain of dynamic capabilities has become one of the most active in strategic management, critics have charged that it is plagued by confusion around the construct itself. In this paper, we uncover a potential reason for this confusion embedded in the unique nature of the construct's development path – a peculiarity that has led to split understandings of what constitutes a dynamic capability. We suggest a solution to this problem – what we call the “organizational drivetrain”. Our drivetrain represents a theoretical model aimed at combining different views of the definition of dynamic capabilities by explaining how routines and simple rules interact. This shows that it is possible to advance the development of the framework by combining divergent understandings into a coherent whole.