Items where City Author is "Haefliger, Stefan"
Martinez, D., deLeeuw, T. & Haefliger, S. 
ORCID: 0000-0003-4207-9207 (2024).
Two Dimensions of Product Modularity and Innovation: The Case of R&D Teams.
Industrial and Corporate Change,
doi: 10.1093/icc/dtae037
Grattarola, A., Gond, J-P. ORCID: 0000-0002-9331-6957 & Haefliger, S. ORCID: 0000-0003-4207-9207 (2023).
Traduttore, Traditore? Gains and Losses From the Translation of the Economies of Worth.
International Journal of Management Reviews, 26(1),
pp. 137-159.
doi: 10.1111/ijmr.12344
Yacoub, G. & Haefliger, S. ORCID: 0000-0003-4207-9207 (2022).
Coworking Spaces and Collaborative Practices.
Organization, 31(1),
pp. 87-114.
doi: 10.1177/13505084221074037
Ungureanu, P., Haefliger, S. ORCID: 0000-0003-4207-9207 & de Vaujany, F-X. (2021).
Seizing the Potentialities of Open Science: From a Community to a Platform Journal.
Journal of Openness, Commons & Organizing, 1(1),
pp. 1-7.
Fink, L., Shao, J., Lichtenstein, Y. & Haefliger, S. ORCID: 0000-0003-4207-9207 (2020).
The ownership of digital infrastructure: Exploring the deployment of software libraries in a digital innovation cluster.
Journal of Information Technology, 35(3),
pp. 251-269.
doi: 10.1177/0268396220936705
Yacoub, G., Storey, C. & Haefliger, S. ORCID: 0000-0003-4207-9207 (2020).
Appropriability mechanisms for manufacturing and service firms: the contingencies of openness and knowledge intensity.
R & D Management, 50(5),
pp. 551-572.
doi: 10.1111/radm.12411
Cnossen, B., de Vaujany, F-X. & Haefliger, S. ORCID: 0000-0003-4207-9207 (2020).
The Street and Organization Studies.
Organization Studies, 42(8),
pp. 1337-1349.
doi: 10.1177/0170840620918380
Aversa, P. ORCID: 0000-0003-3175-9477, Haefliger, S. ORCID: 0000-0003-4207-9207, Hueller, F. & Reza, D.G. (2020).
Customer Complementarity In The Digital Space: Exploring Amazon’s Business Model Diversification.
Long Range Planning, 54(5),
article number 101985.
doi: 10.1016/j.lrp.2020.101985
Haefliger, S. ORCID: 0000-0003-4207-9207 (2019).
Orientations of Open Strategy: From Resistance to Transformation.
In: Whittington, R., Von Krogh, G. & Seidl, D. (Eds.),
Handbook of Open Strategy.
(pp. 151-166). Cambridge, UK: Cambridge University Press.
de Vaujany, F-X., Fomin, V., Haefliger, S. & Lyytinen, K. (2018). Rules, Practices and Information Technology (IT): A Trifecta of Organizational Regulation. Information Systems Research, 29(3), pp. 755-773. doi: 10.1287/isre.2017.0771
Aversa, P., Cabantous, L. & Haefliger, S. (2018). When decision support systems fail: insights for strategic information systems from Formula. The Journal of Strategic Information Systems, 27(3), pp. 221-236. doi: 10.1016/j.jsis.2018.03.002
Aversa, P., Haefliger, S. & Reza, D.G. (2017). Building a Winning Business Model Portfolio. MIT Sloan Management Review, 58(4), pp. 49-54.
Baden-Fuller, C., Giudici, A., Haefliger, S. & Morgan, M. (2017). Business Models and Value. Academy of Management Proceedings, 2017(1), doi: 10.5465/ambpp.2017.90
Bogers, M., Zobel, A. K., Afuah, A. , Almirall, E., Brunswicker, S., Dahlander, L., Frederiksen, L., Gawer, A., Gruber, M., Haefliger, S., Hagedoorn, J., Hilgers, D., Laursen, K., Magnusson, M. G., Majchrzak, A., McCarthy, I. P., Moeslein, K. M., Nambisan, S., Piller, F. T., Radziwon, A., Rossi-Lamastra, C., Sims, J. & Ter Wal, A. L. J. (2016). The open innovation research landscape: established perspectives and emerging themes across different levels of analysis. Industry and Innovation, 24(1), pp. 8-40. doi: 10.1080/13662716.2016.1240068
Geilinger, N., Haefliger, S., Von Krogh, G. & Rechsteiner, L. (2016). What makes a social practice? Being, knowing, doing and leading. European Management Journal, 34(4), pp. 319-327. doi: 10.1016/j.emj.2016.04.006
Aversa, P., Haefliger, S., Rossi, A. & Baden-Fuller, C. (2015). From Business Model to Business Modelling: Modularity and Manipulation. Business Models and Modelling, 33, pp. 151-185. doi: 10.1108/s0742-332220150000033022
Aversa, P. & Haefliger, S. (2015). A Qualitative Comparative Analysis of Business Model Configurations and Performance in Formula 1. Academy of Management Proceedings, 2015(1), article number 17550. doi: 10.5465/ambpp.2015.113
Aversa, P., Furnari, S. & Haefliger, S. (2015). Business model configurations and performance: A qualitative comparative analysis in Formula One racing, 2005-2013. Industrial and Corporate Change, 24(3), pp. 655-676. doi: 10.1093/icc/dtv012
Rullani, F. & Haefliger, S. (2013). The periphery on stage: The intra-organizational dynamics in online communities of creation. Research Policy, 42(4), pp. 941-953. doi: 10.1016/j.respol.2012.10.008
Baden-Fuller, C. & Haefliger, S. (2013). Business Models and Technological Innovation. Long Range Planning, 46(6), pp. 419-426. doi: 10.1016/j.lrp.2013.08.023
Krogh, G. V., Haefliger, S., Spaeth, S. & Wallin, M. W. (2012). Carrots and Rainbows: Motivation and Social Practice in Open Source Software Development. MIS Quarterly, 36(2), pp. 649-676. doi: 10.2307/41703471
Von Krogh, G., Rossi-Lamastra, C. & Haefliger, S. (2012). Phenomenon-based research in management and organisation science: When is it rigorous and does it matter?. Long Range Planning, 45(4), pp. 277-298. doi: 10.1016/j.lrp.2012.05.001
Gächter, S., Von Krogh, G. & Haefliger, S. (2010). Initiating private-collective innovation: The fragility of knowledge sharing. Research Policy, 39(7), pp. 893-906. doi: 10.1016/j.respol.2010.04.010
Krogh, G. V. & Haefliger, S. (2010). Opening up design science: The challenge of designing for reuse and joint development. The Journal of Strategic Information Systems, 19(4), pp. 232-241. doi: 10.1016/j.jsis.2010.09.008
Haefliger, S., Jäger, P. & Von Krogh, G. (2010). Under the radar: Industry entry by user entrepreneurs. Research Policy, 39(9), pp. 1198-1213. doi: 10.1016/j.respol.2010.07.001
Haefliger, S., Krogh, G. V. & Spaeth, S. (2008). Code Reuse in Open Source Software. Management Science, 54(1), pp. 180-193. doi: 10.1287/mnsc.1070.0748
Spaeth, S., Haefliger, S., Krogh, G. V. & Renzl, B. (2008). Communal resources in open source software development. Information Research, 13(1),