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What They Don't Teach You at Harvard Business School
0 references·16 citing·51 second hopsampled
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  • 1998Service quality to service loyalty: A relationship which goes beyond customer services344 cited
  • 1991Facilitating talk about new ideas: The role of personal relationships in organizational innovation163 cited
  • 2014The Too-Much-Talent Effect: Team Interdependence Determines When More Talent Is Too Much or Not Enough144 cited
  • 2007Shared Cognition as a Product of, and Precursor to, Shared Identity in Negotiations119 cited
  • 2002Multiparty Negotiation Support: The Role of Visualization’s Influence on the Development of Shared Mental Models112 cited
  • 2006Creative Leaders: A Decade of Contributions from Creativity and Innovation Management Journal94 cited
  • 1995The Modern Crusade91 cited
  • 1992The Role of Narrative Fiction in the Development of Imagination for Action56 cited
  • 2007“Insider accounts”: a qualitative research method for small firms43 cited
  • 2000The business school in the new millennium43 cited
  • 1997A substance-theory-oriented approach to the implementation of organizational DSS20 cited
  • 2011From Levitt to the global age: one more time, how do we define our business?20 cited
  • 2002Funds of Hedge Funds20 cited
  • 1990A "Real-World" Approach to Coursework in Sales Management

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6 cited
  • 1988Ethical leadership: The foundation for organizational growth5 cited
  • 1986Africanizing the South African MBA: A way of avoiding self-delusion5 cited