Front cover; Economic Institutions of Strategy; Copyright page; Contents; List of contributors; Foreword to economic institutions of strategy; References; Introduction; Transaction cost economics's legacy within strategy ... thus far; Transaction cost economics in strategy research: A wide-ranging success story; Transaction cost economics: Now a ''background institution'' in strategy researchquest; The goal of this volume; Part I: Development of new technology; Part II: Development of new business opportunity/business model; Part III: Competitive advantage and performance ; Part IV: Corporate strategyPart V: Industry analysis; Part VI: Location, national institutions, and strategy; Part VII: Dynamics; Conclusion; Notes; Reference; Part I: Development of New Technology; Chapter 1. Transaction costs in technology transfer and implications for strategy; Introduction; Patents are of limited importance in knowledge transfer; Patenting channel is not representative of other technology transfer channels; Patenting does not diminish publishing; Notes; Notes; References; Chapter 32. Putting patents in context: Exploring knowledge transfer from MIT; 1. Introduction ; 2. Data and methods3. Results; 4. Conclusions; Acknowledgments; References; Chapter 9. Strategic organization of R&D; 1. Introduction; 2. Strategic decisions in organizing innovation (long-run); 3. Tactical decisions in organizing innovation (short-run); 4. Conclusions; Acknowledgments; References; Part II: Development of New Business Opportunity/Business Model; Chapter 3. Opportunities and new business models: Transaction cost and property rights perspectives on entrepreneurship; Introduction; Transaction cost economics: safeguarding against opportunism; Ownership and entrepreneurial search ; The internal structure of the firm and the growth of entrepreneurial venturesEmployee entrepreneurship and organizational incentives; Entrepreneurship, the formation of beliefs, and the organizational evaluation of opportunities; Concluding discussion; Notes; References; Chapter 4. The problem solving perspective: A strategic approach to understanding environment and organization; 1. Introduction; 2. Theoretical background; 3. The problem solving perspective; 4. Applications; 5. Discussion; 6. Conclusion; Notes; References; Part III: Competitive Advantage and Performance ; Chapter 5. The future of interfirm contract research: Opportunities based on prior research and nontraditional toolsUsing prior literature to identify new opportunities; Using nontraditional tools to identify new opportunities; Future research agenda; Conclusion; References; Chapter 6. Alliances and performance; 1. Putting Oxley (1997) in context: precursors and impact; 2. Engaging the ''who, what, how (and so what) of alliances; 3. Conclusions and suggestions for future research; Notes; Notes; References; References ; Chapter 33. Appropriability hazards and governance in strategic alliances: A transaction cost approach
