@article{henard_mcfadyen_2006, title={R&D knowledge is power}, volume={49}, ISSN={["1930-0166"]}, DOI={10.1080/08956308.2006.11657377}, abstractNote={OVERVIEW:The phrase “knowledge is power” may be a cliché, yet in today's business environment it is as true a statement as ever. In fact, knowledge is a unique company resource because its value actually increases when it is shared. Viewing knowledge as a strategic corporate resource, managers need to examine their own organizations to assess the degree of stored knowledge and absorptive capacity necessary to accomplish what is required for sustainable competitive advantage. A key question is whether or not the organizational structure is appropriate—from the perspective of both breadth and depth of knowledge—to the mission at hand. Breadth is obtained through employee diversity and connectedness depth through R&D experience as well as basic research initiatives, partnerships, joint ventures, etc. Overall, knowledge, like other strategic corporate resources, must be actively managed if it is to result in sustainable competitive advantage.}, number={3}, journal={RESEARCH-TECHNOLOGY MANAGEMENT}, author={Henard, David H. and McFadyen, M. Ann}, year={2006}, pages={41–47} }
 @article{levitas_mcfadyen_loree_2006, title={Survival and the introduction of new technology: A patent analysis in the integrated circuit industry}, volume={23}, ISSN={["0923-4748"]}, DOI={10.1016/j.jengtecman.2006.06.008}, abstractNote={Utilizing a database containing all US patents issued to integrated circuit (IC) manufacturers from 1975 to 1994 we analyze a firm's decision to pursue a technology across varying levels of technological turbulence. We examine the effects of the value of a firm's technological advancement, the newness of its technology, and industry turbulence on the probability of failure. We find during periods of low technological turbulence, firms utilizing new technologies to create significant technological advances, face a higher probability of failure. During periods of high technological turbulence, firms using older technology to develop significant technological advancements face lower probabilities of failure.}, number={3}, journal={JOURNAL OF ENGINEERING AND TECHNOLOGY MANAGEMENT}, author={Levitas, Edward F. and McFadyen, M. Ann and Loree, David}, year={2006}, month={Sep}, pages={182–201} }
 @article{henard_mcfadyen_2005, title={The complementary roles of applied and basic research: A knowledge-based perspective}, volume={22}, ISSN={["0737-6782"]}, DOI={10.1111/j.1540-5885.2005.00146.x}, abstractNote={While a great deal of scholastic effort has gone into discovering the multifaceted relationships between applied research initiatives and subsequent performance, relatively little empirical research addresses the performance impact from firm investments in basic research initiatives. Even less addresses the interactive roles of both types of research. The authors conceptualize and empirically evaluate the interactive relationship between applied and basic research initiatives and firm performance. Applied and basic research projects are knowledge creation activities in a product development domain, and both initiatives enhance the stored knowledge of a firm. Stored knowledge is the fuel that drives the product development engine. Applied research initiatives assimilate and exploit stored knowledge to develop new products. Basic research initiatives contribute to and enhance the stock of knowledge from which the applied initiatives are drawn. This expanded base of stored knowledge has positive ramifications for subsequent applied research initiatives. Results indicate that firms that engage in moderate or higher levels of applied research will see enhanced performance returns from additional investments in basic research. Conversely, firms that engage in relatively lower levels of applied research see no performance enhancement at any level of investment in basic research. Firms that rely on a flow of product innovations to provide a continued income stream must certainly invest in applied research initiatives. However, additional investment in directed basic research initiatives will augment future applied projects and could become the source of sustainable competitive advantage.}, number={6}, journal={JOURNAL OF PRODUCT INNOVATION MANAGEMENT}, author={Henard, DH and McFadyen, MA}, year={2005}, month={Nov}, pages={503–514} }
 @article{mcfadyen_cannella_2004, title={Social capital and knowledge creation: Diminishing returns of the number and strength of exchange relationships}, volume={47}, ISSN={["0001-4273"]}, DOI={10.2307/20159615}, abstractNote={This study analyzed the relationship between social capital and knowledge creation at the individual level. Our limited theory of knowledge creation encompasses the number and strength of the relat...}, number={5}, journal={ACADEMY OF MANAGEMENT JOURNAL}, author={McFadyen, MA and Cannella, AA}, year={2004}, month={Oct}, pages={735–746} }