Pamela Sharkey Scott

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Vincent mangematinUCLy-ESDESAdresse e-mail validée de ucly.fr
Esther TippmannProfessor, University of GalwayAdresse e-mail validée de universityofgalway.ie
Marty ReillyAssociate Professor, Dublin City UniversityAdresse e-mail validée de dcu.ie
Donal O'BrienLecturer in Strategy & International ManagementAdresse e-mail validée de tudublin.ie
Kirstin ScholtenProfessor for Supply Chain Management, Heinrich Heine University DüsseldorfAdresse e-mail validée de hhu.de
Ulf AnderssonProfessor, Mälardalen UniversityAdresse e-mail validée de mdh.se
Sarah BrowneTrinity Business School, Trinity College DublinAdresse e-mail validée de tcd.ie
Tina C. AmbosProfessor of International Management, University of Geneva, SwitzerlandAdresse e-mail validée de unige.ch
Andrew ParkerDurham UniversityAdresse e-mail validée de durham.ac.uk
Deirdre McQuillanTechnological University DublinAdresse e-mail validée de tudublin.ie
Na FuTrinity Business School, Trinity College DublinAdresse e-mail validée de tcd.ie
Joseph CoughlanProfessor, Maynooth UniversityAdresse e-mail validée de mu.ie
Aurelio RavariniFull Professor of Organization and Information Systems, Università Cattaneo - LIUCAdresse e-mail validée de liuc.it
Dorota PiaskowskaUniversity College DublinAdresse e-mail validée de ucd.ie
Shaen CorbetProfessor of Finance, Dublin City University (DCU)Adresse e-mail validée de dcu.ie
Sumit KunduFlorida International UniversityAdresse e-mail validée de fiu.edu
Randi LunnanBI Norwegian Business SchoolAdresse e-mail validée de bi.no
Harun Emre YildizMälardalen UniversityAdresse e-mail validée de mdh.se
Rian DrogendijkUniversity of Groningen, Global Economics and ManagementAdresse e-mail validée de rug.nl

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Pamela Sharkey Scott

Professor of Strategy and International Business, Dublin City University, DCU

Adresse e-mail validée de dcu.ie

Global Strategy Subsidiaries Corporate Entrepreneurship Internationalisation


Titre Trier par citations Trier par année Trier par titre	Citée par Citée par	Année
Mitigation processes–antecedents for building supply chain resilience K Scholten, P Sharkey Scott, B Fynes Supply Chain Management: An International Journal 19 (2), 211-228, 2014	723	2014
Building routines for non-routine events: supply chain resilience learning mechanisms and their antecedents K Scholten, P Sharkey Scott, B Fynes Supply Chain Management: An International Journal 24 (3), 430-442, 2019	223	2019
(Le) agility in humanitarian aid (NGO) supply chains K Scholten, P Sharkey Scott, B Fynes International Journal of Physical Distribution & Logistics Management 40 (8 …, 2010	167	2010
Boundary capabilities in MNCs: Knowledge transformation for creative solution development E Tippmann, P Sharkey Scott, A Parker Journal of Management Studies 54 (4), 455-482, 2017	126	2017
The microfoundations of subsidiary initiatives: How subsidiary manager activities unlock entrepreneurship D O'Brien, P Sharkey Scott, U Andersson, T Ambos, N Fu Global Strategy Journal 9 (1), 66-91, 2019	104	2019
Problem solving in MNCs: How local and global solutions are (and are not) created E Tippmann, PS Scott, V Mangematin Journal of International Business Studies 43, 746-771, 2012	104	2012
Subsidiary coopetition competence: Navigating subsidiary evolution in the multinational corporation E Tippmann, PS Scott, M Reilly, D O’Brien Journal of World Business 53 (4), 540-554, 2018	86	2018
Implementation of a validated delirium assessment tool in critically ill adults P Scott, F McIlveney, M Mallice Intensive and Critical Care Nursing 29 (2), 96-102, 2013	82	2013
The two faces of knowledge search: New solutions and capability development E Tippmann, V Mangematin, PS Scott Organization studies 34 (12), 1869-1901, 2013	80	2013
Developing subsidiary contribution to the MNC—Subsidiary entrepreneurship and strategy creativity P Scott, P Gibbons, J Coughlan Journal of International Management 16 (4), 328-339, 2010	76	2010
Subsidiary driven innovation within shifting MNC structures: Identifying new challenges and research directions M Reilly, PS Scott Technovation 34 (3), 190-202, 2014	73	2014
Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows E Tippmann, PS Scott, V Mangematin Journal of World Business 49 (3), 431-443, 2014	67	2014
Correlation and regression D O'Brien, P Sharkey Scott Technological University Dublin, 2012	58	2012
Stimulating knowledge search routines and architecture competences: The role of organizational context and middle management E Tippmann, PS Scott, V Mangematin Long Range Planning 47 (4), 206-223, 2014	55	2014
Creative professional service firms: aligning strategy and talent D Canavan, PS Scott, V Mangematin Journal of Business Strategy 34 (3), 24-32, 2013	55	2013
Alignment or independence? Multinational subsidiaries and parent relations M Reilly, P Scott, V Mangematin Journal of Business Strategy 33 (2), 4-11, 2012	39	2012
Models of internationalization: A business model approach to professional service firm internationalization D McQuillan, PS Scott Business models and modelling 33, 309-345, 2015	32	2015
Adapting a book to make a film: how strategy is adapted through professional practices of marketing middle managers S Browne, P Sharkey-Scott, V Mangematin, K Lawlor, L Cuddihy Journal of Marketing Management 30 (9-10), 949-973, 2014	27	2014
Dynamic capabilities, absorptive capacity and knowledge sharing: a research agenda into explicating the antecedent factors conducive to subsidiary bargaining power M Reilly, P Sharkey Scott Technological University Dublin, 2010	20	2010
Subsidiary closures and relocations in the multinational enterprise: Reinstating cooperation in subsidiaries to enable knowledge transfer M Reilly, E Tippmann, P Sharkey Scott Journal of International Business Studies, 2023	18	2023

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