References

• 1991Exploration and Exploitation in Organizational Learning21,910 cited
• 1998Social Capital, Intellectual Capital, and the Organizational Advantage13,741 cited
• 1993The myopia of learning7,467 cited
• 2003Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited4,379 cited
• 2004Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis3,734 cited
• 1992Self-Efficacy: A Theoretical Analysis of Its Determinants and Malleability3,550 cited
• 1992The Changing Role of Marketing in the Corporation2,773 cited
• 2001Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough inventions2,507 cited
• 1993MARKOR: A Measure of Market Orientation2,353 cited
• 1991REVOLUTIONARY CHANGE THEORIES: A MULTILEVEL EXPLORATION OF THE PUNCTUATED EQUILIBRIUM PARADIGM2,183 cited
• 1998On becoming a strategic partner: The role of human resources in gaining competitive advantage2,024 cited
• 1999The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance1,969 cited
• 2000Organizational Identity, Image, and Adaptive Instability1,726 cited
• 1997A Framework for Market-Based Organizational Learning: Linking Values, Knowledge, and Behavior1,685 cited