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Cited by

• 2017A Service Perspective for Human Capital Resources: A Critical Base for Strategy Implementation114 cited
• 2019Metacognition-based process improvement practices57 cited
• 2020Exploratory study55 cited
• 1994Linking Business Strategy and Human Resource Management: Issues and Implications52 cited
• 1994Developing and Measuring the Learning Organization49 cited
• 2001Baldrige Assessment and Organizational Learning: The Need for Change Management47 cited
• 2018Reflections: Return Paradox to the Wild? Paradox Interventions and Their Implications39 cited
• 1996The Effects of Strategy Type on Strategy Implementation Actions35 cited
• 2009Action Research: Its History and Relationship to Scientific Methodology26 cited
• 1993The Persean Ethic: Consistency of Belief and Action in Managerial Practice19 cited
• 2001Establishing an intrapreneurial orientation as strategy: A framework for implementation18 cited
• 2021Transdisciplinary research, Indigenous knowledge, and wicked problems17 cited
• 2008Implementing Experiential Action Learning in International Management Education: The Global Business Strategic (GLOBUSTRAT) Consulting Program12 cited
• 2023The networked micro-decision context: a new lens on transformative urban governance