Paul Bierly

TL;DR: In this article, the authors identify groups of firms with similar generic knowledge strategies, determine how these strategies change over time, and compare profit margins of the groups, and find that firms in the "Innovator" and "Explorer" groups tend to be more profitable than the firms in 'Exploiter' and 'Loner' groups.

TL;DR: In this paper, the authors focus on one type of high reliability organizations (HRO), the nuclear submarine, and argue for a multi-level model in which culture interacts with and supports high reliability.

TL;DR: In this article, the authors have focused on two fundamental constructs of dynamic capabilities, technological learning and strategic flexibility, and discerned their influence on organizational performance, and found support for their basic argument, but observed that the strategic flexibility factors are related with the variables in a more complex way.

TL;DR: In this paper, the authors developed an organizational learning framework to support the strategic management process, where organizational learning is divided into two strategically relevant categories, external and internal, which involve complementary processes with separate advantages and disadvantages.