Tomi Laamanen
Tomi Laamanen
Professor of Strategic Management, University of St.Gallen
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Cited by
Cited by
Performance of serial acquirers: Toward an acquisition program perspective
T Laamanen, T Keil
Strategic management journal 29 (6), 663-672, 2008
Measurement and evaluation of technology transfer: review of technology transfer mechanisms and indicators
E Autio, T Laamanen
International Journal of Technology Management 10 (7-8), 643-664, 1995
Strategy processes and practices: Dialogues and intersections
RA Burgelman, SW Floyd, T Laamanen, S Mantere, E Vaara, ...
Strategic Management Journal 39 (3), 531-558, 2018
Communication and attention dynamics: An attention‐based view of strategic change
W Ocasio, T Laamanen, E Vaara
Strategic Management Journal 39 (1), 155-167, 2018
On the role of acquisition premium in acquisition research
T Laamanen
Strategic Management Journal 28 (13), 1359-1369, 2007
Cognitive dynamics of capability development paths
T Laamanen, J Wallin
Journal of Management Studies 46 (6), 950-981, 2009
A dual agency view of board compensation: The joint effects of outside director and CEO stock options on firm risk
Y Deutsch, T Keil, T Laamanen
Strategic Management Journal 32 (2), 212-227, 2011
The pre-deal phase of mergers and acquisitions: A review and research agenda
X Welch, S Pavićević, T Keil, T Laamanen
Journal of Management 46 (6), 843-878, 2020
Decision making in acquisitions: The effect of outside directors’ compensation on acquisition patterns
Y Deutsch, T Keil, T Laamanen
Journal of Management 33 (1), 30-56, 2007
Cross-border relocations of headquarters in Europe
T Laamanen, T Simula, S Torstila
Journal of International Business Studies 43 (2), 187-210, 2012
Completing the Adaptive Turn: An Integrative View of Strategy Implementation
AK Weiser, P Jarzabkowski, T Laamanen
Academy of Management Annals 14 (2), 969-1031, 2020
Valuation of venture capital investments: empirical evidence
TJ Seppä, T Laamanen
R&D Management 31 (2), 215-230, 2001
Who buys whom: Information environments and organizational boundary spanning through acquisitions
HA Schildt, T Laamanen
Strategic Organization 4 (2), 111-133, 2006
Workforce downsizing and firm performance: An organizational routine perspective
M Brauer, T Laamanen
Journal of Management Studies 51 (8), 1311-1333, 2014
Explanations of success and failure in management learning: What can we learn from Nokia’s rise and fall?
T Laamanen, J Lamberg, E Vaara
Academy of Management Learning & Education 15 (1), 2-25, 2016
Reconceptualising hierarchies: The disaggregation and dispersion of headquarters in multinational corporations
PC Nell, P Kappen, T Laamanen
Journal of Management Studies 54 (8), 1121-1143, 2017
Unveiling the temporally contingent role of codification in alliance success
KH Heimeriks, CB Bingham, T Laamanen
Strategic Management Journal 36 (3), 462-473, 2015
Stock market valuation, profitability and R&D spending of the firm: the effect of technology mergers and acquisitions
JP Kallunki, E Pyykkö, T Laamanen
Journal of Business Finance & Accounting 36 (7‐8), 838-862, 2009
Dominant dynamic complementarities and technology–motivated acquisitions of new, technology–based firms
T Laamanen, E Autio
International Journal of Technology Management 12 (7-8), 769-786, 1996
Editors’ introduction: Business models, ecosystems, and society in the sharing economy
T Laamanen, J Pfeffer, K Rong, A Van de Ven
Academy of Management Discoveries 4 (3), 213-219, 2018
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