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Successful Re-engineering—Learning by Doing
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Successful Re-engineering—Learning by Doing (2001)Successful Re-engineering—Learning by Doi…Organizational Learning: (2018)Organizational Learning:The New Industrial Engineering: Information Technology and Business Process Redesign (2011)The New Industrial Engineerin…Case study research: design and methods (2011)Case study research: design a…Informal Networks : The Company behind the Chart (2003)Informal Networks : The Compa…Understanding Organizations as Learning Systems (2000)Understanding Organizations a…The Implementation of Business Process Reengineering (1995)The Implementation of Busines…Empowering Service Employees (1995)Empowering Service EmployeesYin, Robert K., Case Study Research: Design and Methods, 2nd ed. Newbury Park, CA: Sage, 1994. (1994)Yin, Robert K., Case Study Re…The new economics for industry, government, education (1994)The new economics for industr…Reengineering: Business Change of Mythic Proportions? (1994)Reengineering: Business Chang…Reengineering the Corporation: A Manifesto for Business Revolution (1994)Reengineering the Corporation…Reengineering the corporation: A manifesto for business revolution (1993)Reengineering the corporation…On organizational learning (1993)On organizational learningWhy change programs don't produce change. (1991)Why change programs don't pro…Reengineering Work: Don’t Automate, Obliterate (1990)Reengineering Work: Don’t Aut…Case Study Research: Design and Methods (1984)Case Study Research: Design a…Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Intellectual capital: an exploratory study that develops measures and models (1998)Collective Efficacy Beliefs:Theoretical Developments, Empirical Evidence, and Future Directions (2004)Kurt Lewin and the Planned Approach to Change: A Re‐appraisal (2004)MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development (1993)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (1994)Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More than They Make? (2001)Case Study Research (2004)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (2009)Information Technology As A Factor Of Production: The Role Of Differences Among Firms (1995)Information Technology and Productivity: A Review of the Literature (1996)Information Technology, Workplace Organization and the Demand for Skilled Labor: Firm-Level Evidence (1999)Challenging “Resistance to Change” (1999)MAKING USE OF DIFFERENCE: DIVERSITY, DEBATE, AND DECISION COMPREHENSIVENESS IN TOP MANAGEMENT TEAMS. (1999)Resistance to Change: The Rest of the Story (2008)Mixed Methods Research: A Research Paradigm Whose Time Has Come (2004)Qualitative research: Methods in the social sciences (2006)Document Analysis as a Qualitative Research Method (2009)KNOWLEDGE, BARGAINING POWER, AND THE INSTABILITY OF INTERNATIONAL JOINT VENTURES (1997)Knowledge-Sharing Dilemmas (2002)Innovation, organizational learning, and performance (2010)Supply Chain Management: Implementation Issues and Research Opportunities (1998)An exploration towards a production theory and its application to construction (2000)Computing Productivity: Firm-Level Evidence (2003)The Capabilities of Market-Driven Organizations (1994)A pedagogy of Multiliteracies Designing Social Futures (1996)Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)Alternative Arguments for Generalizing From Data as Applied to Qualitative Research (1993)Electronic Mail as the Medium of Managerial Choice (1994)Critical realism in case study research (2009)Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior (1998)Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance (2002)
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References

  • 1984Case Study Research: Design and Methods81,948 cited
  • 2011Case study research: design and methods21,763 cited
  • 1993Reengineering the corporation: A manifesto for business revolution6,454 cited
  • 2011The New Industrial Engineering: Information Technology and Business Process Redesign3,035 cited
  • 1990Reengineering Work: Don’t Automate, Obliterate2,922 cited
  • 1994Yin, Robert K., Case Study Research: Design and Methods, 2nd ed. Newbury Park, CA: Sage, 1994.2,138 cited
  • 1994Reengineering the Corporation: A Manifesto for Business Revolution2,013 cited
  • 2018Organizational Learning:1,648 cited
  • 1991Why change programs don't produce change.1,061 cited
  • 2000Understanding Organizations as Learning Systems981 cited
  • 2003Informal Networks : The Company behind the Chart906 cited
  • 1995Empowering Service Employees809 cited
  • 1995The Implementation of Business Process Reengineering606 cited
  • 1994The new economics for industry, government, education587 cited
  • 1994Reengineering: Business Change of Mythic Proportions?473 cited
  • 1993On organizational learning

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