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Transforming an Old Economy Company Through Strategic Communities
7 references·6 citing·33 second hop
Transforming an Old Economy Company Through Strategic Communities (2002)Transforming an Old Economy Company Throu…Communities of Practice: The Organizational Frontier (2006)Communities of Practice: The …The Knowledge-Creating Company (1998)The Knowledge-Creating CompanyStrategic Innovation in Established Companies (1998)Strategic Innovation in Estab…Winning through innovation (1997)Winning through innovationThe Knowledge-Creating Company (1995)The Knowledge-Creating CompanyA Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy (1983)A Model of the Interaction of…Managing Organizational Conflict: A Nontraditional Approach. (1975)Managing Organizational Confl…Developing knowledge communities through video‐based information networks (2020)Developing knowledge communit…Developing strategic innovation in large corporations—The dynamic capability view of the firm (2017)Developing strategic innovati…Developing Knowledge Convergence through a Boundaries Vision—A Case Study of Fujifilm in Japan (2016)Developing Knowledge Converge…The factors influencing CoP activities and their impact on relationship commitment and individual performance (2014)The factors influencing CoP a…Strategy transformation through strategic innovation capability – a case study of F anuc (2013)Strategy transformation throu…Widening the Family Circle: Spin-offs in the Japanese Service Sector (2005)Widening the Family Circle: S…The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Case Study Research: Design and Methods (1984)Firm Resources and Sustained Competitive Advantage (1991)SME Roles in Modular Value Chains: Perspectives for Growth and Innovativeness (2017)A systems-based R&D management model for the road and transport engineering sector applied to a community access roads and transport research programme (2019)The Structure of Scientific Revolutions (1963)The social psychology of organizing (1969)Competition for competence and interpartner learning within international strategic alliances (1991)The Theory of the Growth of the Firm (1995)The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies (2002)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Case Study Research: Design and Methods (1991)Exploration and Exploitation in Organizational Learning (1991)Dynamic capabilities and strategic management (1997)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Firm resources and sustained competitive advantage (2004)Toward a Multilevel Framework of Dynamic Capabilities Through the Lens of Project Management, Project Portfolio Management, and Project-Based Organizations (2023)Niche and performance: the moderating role of network embeddedness (2004)The choice of partners in R&D cooperation: An empirical analysis of Spanish firms (2007)Does firm innovativeness enable effective responses to supply chain disruptions? An empirical study (2013)A Dynamic Theory of Organizational Knowledge Creation (1994)Toward a knowledge‐based theory of the firm (1996)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Encouraging Knowledge Sharing: The Role of Organizational Reward Systems (2002)Knowledge-Sharing Dilemmas (2002)Determinants of individual engagement in knowledge sharing (2006)The multiple faces of conflict in organizations (1992)A Contingency Theory of Task Conflict and Performance in Groups and Organizational Teams (2003)Understanding the connections between relationship conflict and performance: The intervening roles of trust and exchange (2009)Managing Creative People: Strategies and Tactics for Innovation (2000)ARCHITECTURAL INNOVATION AND MODULAR CORPORATE FORMS. (2001)Information Technology and the Changing Fabric of Organization (2007)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)
this work references cited by second hop

References

  • 1995The Knowledge-Creating Company17,992 cited
  • 1998The Knowledge-Creating Company14,621 cited
  • 2006Communities of Practice: The Organizational Frontier3,320 cited
  • 1983A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy1,032 cited
  • 1997Winning through innovation802 cited
  • 1998Strategic Innovation in Established Companies334 cited
  • 1975Managing Organizational Conflict: A Nontraditional Approach.168 cited

Cited by

  • 2017Developing strategic innovation in large corporations—The dynamic capability view of the firm45 cited
  • 2013Strategy transformation through strategic innovation capability – a case study of F anuc35 cited
  • 2016Developing Knowledge Convergence through a Boundaries Vision—A Case Study of Fujifilm in Japan31 cited
  • 2005Widening the Family Circle: Spin-offs in the Japanese Service Sector25 cited
  • 2014The factors influencing CoP activities and their impact on relationship commitment and individual performance11 cited
  • 2020Developing knowledge communities through video‐based information networks9 cited

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