Reference health
Seeing Through the Eyes of a Rival: Competitor Acumen Based on Rival-Centric Perceptions
6 of 56 checkable references need attention · checked 2026-07-25
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
13 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
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does not resolve to a known work10.5465/256688
does not resolve to a known work10.5465/amr.1987.4306483
does not resolve to a known work10.5465/amr.2001.4845820
does not resolve to a known work10.2307/1250269
does not resolve to a known work10.5465/amr.1991.4278990
The 50 checked references that resolve
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Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study
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Thinking one step ahead: The use of conjectures in competitor analysis
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The effect of introducing important incremental innovations on market share and business survival
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Dynamics of dyadic competitive interaction
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NONRESPONSE AND DELAYED RESPONSE TO COMPETITIVE MOVES: THE ROLES OF COMPETITOR DEPENDENCE AND ACTION IRREVERSIBILITY.
resolves10.1002/smj.4250150202
Competitive attack, retaliation and performance: An expectancy‐valence framework
resolves10.5465/amj.2007.24162081
Competitive Tension: The Awareness-Motivation-Capability Perspective
resolves10.2307/256822
ON THE USE OF POLYNOMIAL REGRESSION EQUATIONS AS AN ALTERNATIVE TO DIFFERENCE SCORES IN ORGANIZATIONAL RESEARCH.
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Dynamic capabilities: what are they?
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NAVIGATING THE COMPETITIVE LANDSCAPE: THE DRIVERS AND CONSEQUENCES OF COMPETITIVE AGGRESSIVENESS.
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THE ROLE OF COMPETITIVE ACTION IN MARKET SHARE EROSION AND INDUSTRY DETHRONEMENT: A STUDY OF INDUSTRY LEADERS AND CHALLENGERS.
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STRATEGIC REFERENCE POINT THEORY
resolves10.1002/(SICI)1097-0266(199902)20:2<101::AID-SMJ12>3.0.CO;2-4
Reciprocal threats in multimarket rivalry: staking out ‘spheres of influence’ in the U.S. airline industry
resolves10.2307/20159625
COMPETITION WITHIN AND BETWEEN NETWORKS: THE CONTINGENT EFFECT OF COMPETITIVE EMBEDDEDNESS ON ALLIANCE FORMATION.
resolves10.1177/0149206305284550
Impact of Co-Opetition on Firm Competitive Behavior: An Empirical Examination
resolves10.1111/j.1467-6486.1994.tb00629.x
EXPLORING THE MENTAL MODELS OF COMPETITIVE STRATEGISTS: THE CASE FOR A PROCESSUAL APPROACH
resolves10.1287/orsc.1050.0129
Zooming In and Out: Connecting Individuals and Collectivities at the Frontiers of Organizational Network Research
resolves10.1016/j.jm.2004.06.002
Research on Competitive Dynamics: Recent Accomplishments and Future Challenges
resolves10.5465/amr.2006.22528168
A Paradigm Too Far? A Dynamic Stability Reconsideration of the Social Network Research Program
resolves10.1016/0378-8733(88)90004-4
Predicting with networks: Nonparametric multiple regression analysis of dyadic data
resolves10.2307/2393394
Assessing the Political Landscape: Structure, Cognition, and Power in Organizations
resolves10.1002/smj.4250131009
Core capabilities and core rigidities: A paradox in managing new product development
resolves10.1002/smj.486
Structural vs. relational embeddedness: social capital and managerial performance
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Redundant governance structures: an analysis of structural and relational embeddedness in the steel and semiconductor industries
resolves10.5465/amj.2008.34789656
Resource Management In Dyadic Competitive Rivalry: The Effects of Resource Bundling and Deployment
resolves10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Dynamic capabilities and strategic management
resolves10.1177/1476127009348561
The changing nature of competition in the US manufacturing sector, 1950—2002
resolves10.1287/orsc.13.2.179.536
Social Structure of “Coopetition” Within a Multiunit Organization: Coordination, Competition, and Intraorganizational Knowledge Sharing
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Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness
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Measurement of Business Economic Performance: An Examination of Method Convergence
The 13 references without a DOI — listed, not checked
no DOI — not checkedAdvances in strategic management
no DOI — not checkedB9
no DOI — not checkedBorgatti S. P. , Everett M. G. , Freeman L. C. 2002. UCINET 6 for Windows. Columbia, SC: Analytic Technologies.
no DOI — not checkedBurt R. S. 1992. Structural holes: The social structure of competition. Cambridge, MA: Harvard University Press.
no DOI — not checkedColeman J. S. 1990. Foundations of social theory. Cambridge, MA: Harvard University Press.
no DOI — not checkedNetworks and organizations
no DOI — not checkedGreen W. H. 2003. Econometric analysis. New York: MacMillan.
no DOI — not checkedHitt M. A. , Ireland R. D. , Hoskisson R. E. 2007. Strategic management: Globalization and competitiveness. Mason, OH: Thomson South-Western.
no DOI — not checkedLamb R. 1984. Competitive strategic management. Englewood Cliffs, NJ: Prentice Hall.
no DOI — not checkedPolanyi K. 1957. The great transformation. Boston: Beacon Press.
no DOI — not checkedPorter M. E. 1980. Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press.
no DOI — not checkedMapping strategic thoughts
no DOI — not checkedHandbook of strategic management
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