Siegfried P. Gudergan

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M@n@gement is a double-blind reviewed journal where articles are published in their original language as soon as they have been accepted. Copies of this article can be made free of charge and without securing permission, for purposes of teaching, research, or library reserve. Consent to other kinds of copying, such as that for creating new works, or for(More)
This study has important implications for marketing theory and practice. In an era of turbulent market environments, the organisational ability to sense and seize market opportunities and to reconfigure the resource base accordingly, has significant effects on performance. This paper uses a dynamic capability framework to explain more explicitly the(More)
The increasing complexity of business and social settings has lead to innovation becoming a strategic imperative. The need for innovation in the quest for competitive advantage also means that firms must be dynamic and flexible. This is often achieved through collaborative arrangements such as alliances. Many organizations form alliances by leveraging their(More)
According to the resource base view, organisations and markets can be described as clusters of interdependent resources stocks and flows. The performance of organisations is influenced by strategic decisions to reallocate resources, such as investments to build up organisational capabilities. Both, the actual amount invested as well as the timing of(More)
a Centre for the Study of Choice (CenSoC), University of Technology, Sydney, PO Box 123 Broadway, NSW 2007, Australia b School of Advertising, Marketing and Public Relations, Queensland University of Technology, GPO Box 2434, Brisbane, QLD 4001, Australia c Department of Marketing and Consumer Studies, University of Guelph, 50 Stone Road East, Guelph,(More)