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  • ¸¦µæ¾Ò²ð¡§ÁÈ¿¥¤Î¸¶Íý¡¦¸¶Â§¤òÌÀ¤é¤«¤Ë¤·¡¤ÁÈ¿¥¤¬¤è¤êÀµ¤·¤¤¤³¤È¤ò(doing right things)¡¤Àµ¤·¤¤¤ä¤êÊý¤Ç(doing things right)¹Ô¤¦¤¿¤á¤ÎÃΤÎÁϤ¤òÌܻؤ·¤Æ¤¤¤Þ¤¹¡£Àïά(Strategy)¤ÈÁÈ¿¥(Organizations)¤ÎÌäÂê¤ò¡¤¥Í¥Ã¥È¥ï¡¼¥¯(Networks)¤È¥¤¥ó¥¿¡¼¥¢¥¯¥·¥ç¥ó(Interactions)¤Î´ÑÅÀ¤«¤éÀâÌÀ¤¹¤ë¿·¤·¤¤ÍýÏÀ¤ÎÄ󼨤ȼ¾ڸ¦µæ¤ò¹Ô¤Ã¤Æ¤¤¤Þ¤¹¡£¸½ºß¤Ï¡¤°Ê²¼¤Î¥Æ¡¼¥Þ¤Ë¼è¤êÁȤó¤Ç¤¤¤Þ¤¹¡£­¡Èó¹½Â¤·èÄêŪ¤Ê¼Ò²ñŪ¥Í¥Ã¥È¥ï¡¼¥¯¤ÎʬÀÏ­¢ÁÈ¿¥´Ö¥¤¥ó¥¿¡¼¥¢¥¯¥·¥ç¥ó¤Ë¤ª¤±¤ëǧÃÎŪ¥Ð¥¤¥¢¥¹­£Â¾¼Ô»ëÅÀ¼èÆÀ¤ÎÂ¥¿ÊÍ×°ø­¤Àµ¤·¤¤¥Ñ¥ï¡¼¤Î»ÈÍÑË¡
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¡¡1¡¥Almost identical experience biases in vicarious learning. (Industrial and Corporate Change, 2012)
¡¡2¡¥Greener pastures: Outside options and strategic alliance withdrawal. (Organization Science, 2012, co-authored)
¡¡3¡¥Dynamics of unclosed triangles in alliance networks: Disappearance of brokerage positions and performance consequences. (Journal of Management Studies, 2012, co-authored)
¡¡4¡¥Built to last but falling apart: Cohesion, friction and withdrawal from interfirm alliances.¡ÊAcademy of Management Journal, 2010, co-authored¡Ë
¡¡5¡¥A matching theory of alliance formation and organizational success: Complementarity and compatibility. ¡ÊAcademy of Management Journal, 2009, coauthored¡Ë
¡¡6¡¥Organization governance form in franchising: Efficient contracting organizational momentum?¡ÊStrategic Management Journal, 2008, co-authored¡Ë
¡¡7¡¥From plan to plant: Effects of certification on operational start-up in the emergent independent power sector.¡ÊOrganization Science, 2007, co-authored¡Ë
¡¡8¡¥Power and glory: Concentrated power in top management teams.¡ÊOrganization Studies, 2007, co-authored¡Ë
¡¡9¡¥Revisiting Burns and Stalker: Formal structure and new venture performance in emerging economic sectors.¡ÊAcademy of Management Journal, 2006, coauthored¡Ë
¡¡10¡¥Powerful and free: Intraorganizational power and the dynamics of corporate strategy.¡ÊStrategic Organization, 2004, co-authored¡Ë
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