Arne Keller

Johannes Kepler University of Linz | JKU

Interorganizational relationships play a vital role in sustaining a firm's competitive advantage, but these relationships must continuously adapt to evolving conditions and unexpected circumstances. In this chapter, we synthesize a fragmented literature about interorganizational disruptions, which we organize around integrative taxonomy to help ass...

While seminal work on dynamic capabilities highlights path-dependent trajectories as an important and distinguishing property, recent studies tend to marginalize this feature in favor of an ahistorical and unbound conceptualization. Following the recent ‘history turn’ in strategy and organization research, we examine the essential yet inadequately...

Existing academic literature has discussed contracts and relational governance as the key mechanisms that help alliance partners address problems of cooperation and coordination. However, when an alliance undergoes disruption, the nature and extent of such problems may change and therefore the value of these mechanisms may change. This study advanc...

Existing academic literature has discussed contracts and relational governance as the key mechanisms that help alliance partners address problems of cooperation and coordination. However, when an alliance undergoes disruption, the nature and extent of such problems may change, and so may the value of these mechanisms. This study advances a dynamic...

This paper tackles a key problem in path dependence research: how can locked-in organizations regain their scope for maneuver? Leveraging insights from two surprising and thus revelatory cases of organizations that have successfully escaped from path dependence, we develop the theoretical argument that regaining scope for maneuver can be achieved b...

This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, that is, engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization ove...

Organizational capabilities are generally considered one of the major sources for the generation of competitive advantages. But due to environmental dynamics, competitive advantages happen to dissolve, thereby challenging firms to reconfigure their capability architecture and to develop completely new capabilities. Empirical evidence from various i...

Path dependent processes internal and external to an organization can constrain its business activities to a significant degree, and potentially inhibit its capacity to respond to changes in the environment. Traditionally, scholars have emphasized the inability of organizations to strategically respond to and actively impact path dependent processe...