Andrew A. King

PROFESSOR OF BUSINESS ADMINISTRATION

Technology and Corporate Strategy

My work on this topic falls into two areas:
Acquiring or Transferring Capabilities
Strategic Implications of Capabilities

ACQUIRING OR TRANSFERRING CAPABILITIES

Lenox, M. & King, A. 2004. Prospects for developing absorptive capacity through internal information provision. Strategic Management Journal,25(4): 331-345

Terlaak, A. & King A. 2007. Follow the small? Information-revealing adoption bandwagons when observers expect larger firms to benefit more from adoption. Lead article in Strategic Management Journal, 28 (12): 1167-1185

See more of my work on capabilities

STRATEGIC IMPLICATIONS OF CAPABILITIES

Berchicci, L., King, A. & Tucci, C. (forthcoming) Does the Apple always fall close to the tree? Evaluating when Spin-offs stay close to their parents, Forthcoming in Strategic Entrepreneurship Journal. 

Pe’er A., Vertinsky I. & A. King. 2008. Who Enters, Where, and Why?  The Influence of Capabilities and Initial Resource Endowments on the Location Choices of de novo Enterprises. Strategic Organization. 6(2) 119-149

King, A. & Tucci, C. 2002. Incumbent entry into new market niches: The role of experience and managerial choice in the creation of dynamic capabilities. Lead article in Management Science, 48(2):171-186

 

CONTACT

Tuck School of Business at Dartmouth
114 Buchanan Hall
Hanover, NH 03755
Tel: 603-646-8985
andrew.a.king@dartmouth.edu