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A Research Agenda for Six Sigma Research
16 references·1 citing·35 second hop
A Research Agenda for Six Sigma Research (2011)A Research Agenda for Six Sigma ResearchExploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis (2004)Exploration vs. Exploitation:…The relationship between total quality management practices and their effects on firm performance (2003)The relationship between tota…Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)Exploitation, Exploration, an…Leadership development: (2000)Leadership development:The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change (1996)Ambidextrous Organizations: M…A Guide to the project management body of knowledge (1996)A Guide to the project manage…Total quality management as competitive advantage: A review and empirical study (1995)Total quality management as c…Institutions and organizations (1995)Institutions and organizationsA framework for quality management research and an associated measurement instrument (1994)A framework for quality manag…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Organizations: Rational, Natural, and Open Systems (1988)Organizations: Rational, Natu…Organizational Learning (1988)Organizational LearningResearch in Organizational Behavior. (1986)Research in Organizational Be…Organization and Environment: Managing Differentiation and Integration. (1968)Organization and Environment:…Differentiation and Integration in Complex Organizations (1967)Differentiation and Integrati…Project barriers to Green Belts through critical success factors (2015)Project barriers to Green Bel…Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research (1991)ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST. (1994)Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry (1995)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Business Model Innovation: Opportunities and Barriers (2009)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Dynamic capabilities and strategic management (1997)Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators (2006)The Interplay Between Exploration and Exploitation (2006)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Dynamic capabilities: what are they? (2000)Social Capital: Prospects for a New Concept (2002)Organizing and the Process of Sensemaking (2005)Why would corporations behave in socially responsible ways? an institutional theory of corporate social responsibility (2007)Strategic Responses to Institutional Processes (1991)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)The Logical Framework Method for Defining Project Success (1999)On Uncertainty, Ambiguity, and Complexity in Project Management (2002)Leadership competency profiles of successful project managers (2009)Psychological Safety and Learning Behavior in Work Teams (1999)Self-Reports in Organizational Research: Problems and Prospects (1986)
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References

  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1986Research in Organizational Behavior.10,897 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 1995Institutions and organizations8,003 cited
  • 1988Organizational Learning6,656 cited
  • 1988Organizations: Rational, Natural, and Open Systems5,191 cited
  • 1996Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change4,965 cited
  • 2003Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited4,379 cited
  • 1996A Guide to the project management body of knowledge4,339 cited
  • 1968Organization and Environment: Managing Differentiation and Integration.4,325 cited
  • 1967Differentiation and Integration in Complex Organizations3,935 cited
  • 2004Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis3,734 cited
  • 1995Total quality management as competitive advantage: A review and empirical study2,640 cited
  • 2000Leadership development:2,172 cited
  • 1994A framework for quality management research and an associated measurement instrument1,968 cited

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  • 2003The relationship between total quality management practices and their effects on firm performance1,895 cited
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    • 2015Project barriers to Green Belts through critical success factors19 cited