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John E. Prescott
John E. Prescott
Thomas O'Brien Chair of Strategy, Emeritus, University of Pittsburgh
Verified email at katz.pitt.edu - Homepage
Title
Cited by
Cited by
Year
Environment‐strategy coalignment: An empirical test of its performance implications
N Venkatraman, JE Prescott
Strategic management journal 11 (1), 1-23, 1990
18491990
Strategic alliances as social capital: A multidimensional view
BR Koka, JE Prescott
Strategic management journal 23 (9), 795-816, 2002
17432002
Antecedents and consequences of project team cross-functional cooperation
MB Pinto, JK Pinto, JE Prescott
Management science 39 (10), 1281-1297, 1993
12241993
Variations in critical success factors over the stages in the project life cycle
JK Pinto, JE Prescott
Journal of management 14 (1), 5-18, 1988
11301988
Networks in transition: How industry events (re) shape interfirm relationships
R Madhavan, BR Koka, JE Prescott
Strategic management journal 19 (5), 439-459, 1998
8221998
Environments as moderators of the relationship between strategy and performance
JE Prescott
Academy of management Journal 29 (2), 329-346, 1986
6961986
Designing alliance networks: the influence of network position, environmental change, and strategy on firm performance
BR Koka, JE Prescott
Strategic management journal 29 (6), 639-661, 2008
6732008
The evolution of interfirm networks: Environmental effects on patterns of network change
BR Koka, R Madhavan, JE Prescott
Academy of Management Review 31 (3), 721-737, 2006
5452006
Planning and tactical factors in the project implementation process
JK Pinto, JE Prescott
Journal of Management studies 27 (3), 305-327, 1990
4481990
The evolution of competitive intelligence
JE Prescott
International Review of strategic management 6, 71-90, 1995
4281995
The global acquisition, leverage, and protection of technological competencies
SK McEvily, KM Eisenhardt, JE Prescott
Strategic management journal 25 (8‐9), 713-722, 2004
4242004
Advancing theory with review articles
C Post, R Sarala, C Gatrell, JE Prescott
Journal of Management Studies 57 (2), 351-376, 2020
4012020
The global integration of business functions: A study of multinational businesses in integrated global industries
K Kim, JH Park, JE Prescott
Journal of international business studies 34, 327-344, 2003
3832003
Proven strategies in competitive intelligence: lessons from the trenches
JF Prescott, SH Miller
John Wiley & Sons, 2001
294*2001
THE EFFECTS OF TECHNOLOGICAL SOPHISTICATION ON STRATEGIC PROFILES, STRUCTURE AND FIRM PERFORMANCE.
JG Covin, JE Prescott, DP Slevin
Journal of Management Studies (Wiley-Blackwell) 27 (5), 1990
2761990
The market share‐profitability relationship: An empirical assessment of major assertions and contradictions
JE Prescott, AK Kohli, N Venkatraman
Strategic Management Journal 7 (4), 377-394, 1986
2721986
A temporal perspective of merger and acquisition and strategic alliance initiatives: Review and future direction
W Shi, J Sun, JE Prescott
Journal of Management 38 (1), 164-209, 2012
2482012
The strategic role of the board: The impact of board structure on top management team strategic action capability.
B Kim, ML Burns, JE Prescott
Corporate Governance: An International Review 17 (6), 2009
2402009
Management research that makes a difference: Broadening the meaning of impact
C Wickert, C Post, JP Doh, JE Prescott, A Prencipe
Journal of Management Studies 58 (2), 297-320, 2021
2222021
Inteligência competitiva na prática
JE Prescott, SH Miller
Rio de Janeiro: Campus, 274-291, 2002
1762002
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Articles 1–20