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Twenty‐First Century Managers and Intuition: An Exploratory Example of Pedagogic Change for Business Undergraduates
16 references·0 citing·32 second hop
Twenty‐First Century Managers and Intuition: An Exploratory Example of Pedagogic Change for Business Undergraduates (2015)Twenty‐First Century Managers and Intuiti…The competitive advantage of corporate philanthropy (2013)The competitive advantage of …Business Models as Models (2010)Business Models as ModelsExploring Intuition and its Role in Managerial Decision Making (2007)Exploring Intuition and its R…The Competitive Advantage of Corporate Philanthropy (2003)The Competitive Advantage of …Corporate Social Responsibility: A Three-Domain Approach (2003)Corporate Social Responsibili…The competitive advantage of corporate philanthropy. (2002)The competitive advantage of …Making Social Science Matter (2001)Making Social Science MatterWhat Matters in College? Four Critical Years Revisited. (1994)What Matters in College? Four…Seven Principles for Good Practice in Undergraduate Education (1989)Seven Principles for Good Pra…In The Age of the Smart Machine: The Future of Work and Power. (1989)In The Age of the Smart Machi…Competitive advantage, creating and sustaining superior performance (1985)Competitive advantage, creati…The reflective practitioner: How professionals think in action (1984)The reflective practitioner: …A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis (1983)A Spatial Model of Effectiven…Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Strategy: Techniq…Theory in Practice: Increasing Professional Effectiveness (1976)Theory in Practice: Increasin…Dilemmas in a general theory of planning (1973)Dilemmas in a general theory …Organization and environment (1967)Problems in the Measurement of Organizational Effectiveness (1975)The Emerging Goddess: The Creative Process in Art, Science, and Other Fields (1982)CONDUCTING INTERORGANIZATIONAL RESEARCH USING KEY INFORMANTS. (1993)CONFIGURATIONAL APPROACHES TO ORGANIZATIONAL ANALYSIS. (1993)Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis (1993)Inverting the Classroom: A Gateway to Creating an Inclusive Learning Environment (2000)What drives a successful e-Learning? An empirical investigation of the critical factors influencing learner satisfaction (2007)Framing student engagement in higher education (2011)Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing (1999)Knowledge and Organization: A Social-Practice Perspective (2001)Managing the co-creation of value (2007)Does Active Learning Work? A Review of the Research (2004)RESEARCH AND PRACTICE OF STUDENT RETENTION: WHAT NEXT? (2006)Unmasking the Effects of Student Engagement on First-Year College Grades and Persistence (2008)Five Misunderstandings About Case-Study Research (2004)Five Misunderstandings About Case-Study Research (2016)Promoting novelty, rigor, and style in energy social science: Towards codes of practice for appropriate methods and research design (2018)The cornerstones of competitive advantage: A resource‐based view (1993)Varieties of Capitalism (2001)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Why We Disagree about Climate Change (2009)An Integrative Framework for Collaborative Governance (2011)Automating Inequality: How High-Tech Tools Profile, Police, and Punish the Poor (2018)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information Systems1 (1999)Precarious Work, Insecure Workers: Employment Relations in Transition (2009)The Argumentative Turn in Policy Analysis and Planning (1993)Learning by Expanding (2014)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Value creation in E‐business (2001)Authentic leadership development: Getting to the root of positive forms of leadership (2005)
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References

  • 1984The reflective practitioner: How professionals think in action19,752 cited
  • 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors16,592 cited
  • 1973Dilemmas in a general theory of planning16,321 cited
  • 1985Competitive advantage, creating and sustaining superior performance10,284 cited
  • 1994What Matters in College? Four Critical Years Revisited.5,745 cited
  • 1989Seven Principles for Good Practice in Undergraduate Education4,839 cited
  • 2001Making Social Science Matter4,681 cited
  • 1976Theory in Practice: Increasing Professional Effectiveness4,083 cited
  • 1983A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis3,337 cited
  • 1989In The Age of the Smart Machine: The Future of Work and Power.3,254 cited
  • 2002The competitive advantage of corporate philanthropy.1,993 cited
  • 2013The competitive advantage of corporate philanthropy1,817 cited
  • 2007Exploring Intuition and its Role in Managerial Decision Making1,511 cited
  • 2003Corporate Social Responsibility: A Three-Domain Approach1,413 cited
  • 2010Business Models as Models1,354 cited

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  • 2003The Competitive Advantage of Corporate Philanthropy1,049 cited
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