Yasemin Y. Kor

Entrepreneurship, Subjectivism, and the Resource-Based View: Towards a New Synthesis

This paper maintains that the consistent application of subjectivism helps to reconcile contemporary entrepreneurship theory with strategic management research in general, and the resource-based view in particular. The paper synthesizes theoretical insights from Austrian economics and Penroses (1959) resources approach, arguing that entrepreneurship is inherently subjective and firm specific. This new synthesis describes how entrepreneurship is manifested in teams, and is driven by both heterogeneity of managerial mental models and shared team experiences.

A theory of change in turbulent environments: the sequencing of dynamic capabilities following industry deregulation

The dynamics of change and the path-dependent evolution of resources and capabilities are central concerns of contemporary strategic management. This paper integrates the resource-based and dynamic capabilities literatures to explain why development of dynamic capabilities is especially important for firms that transition from regulated to deregulated environments. We develop a theoretical model and specific propositions concerning the pattern and sequencing of dynamic capability development within environments experiencing substantial change, specifically in newly deregulated industries. We discuss implications of the proposed theoretical model for both research and managerial practice.

STEPPING STONES TO FIRM GROWTH: EVIDENCE FROM THE DEREGULATED U.S. RAILROAD INDUSTRY.

This paper examines the sequencing of growth strategies pursued by rival firms in a postderegulated environment. The results indicate heterogeneity in the scale and scope-related choices made by fi...

Sequencing and timing of strategic responses after industry disruption: Evidence from post-deregulation competition in the US railroad industry

This article examines the sequencing and timing of firms’ strategic responses after significant industry disruption. We show that it is not the single strategic choice or response per se, but the sequencing and patterns of consecutive strategic responses that drive a firm’s adaptation and survival in the aftermath of a shift in the industry. We find that firms’ renewal efforts involved differential adaptability in finding balance at the juxtaposition of responding to demand-side pressures and choosing a path of new capability acquisition efficiently. Our study underscores the importance of taking a sequencing approach to studying strategic responses to industry disruption.