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Breaking the mould? Innovation as a strategy for corporate renewal
11 references·0 citing·42 second hop
Breaking the mould? Innovation as a strategy for corporate renewal (2001)Breaking the mould? Innovation as a strat…The Innovator's Dilemma (2011)The Innovator's DilemmaStrategic Human Resource ManagementStrategic Human Resource Management, edited by Schuler Randall S. and Jackson Susan E.. Oxford: Blackwell, 1999. (2000)Strategic Human Resource Mana…A chameleon function? HRM in the ‘90s (1997)A chameleon function? HRM in …Organizational Complexity and Innovation: Developing and Testing Multiple Contingency Models (1996)Organizational Complexity and…Human resource champions (1996)Human resource championsThe unwritten rules of the game: Master them, shatter them, and break through the barriers to organizational change (1995)The unwritten rules of the ga…Managing strategic change— strategy, culture and action (1992)Managing strategic change— st…Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)Knowledge of the Firm, Combin…Strategic Human Resource Management and Industrial Relations (1989)Strategic Human Resource Mana…Developments in the Management of Human Resources (1988)Developments in the Managemen…Central Problems in the Management of Innovation (1986)Central Problems in the Manag…Concepts of Culture and Organizational Analysis (1983)HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)Linking Competitive Strategies with Human Resource Management Practices (1987)Implementing Human Resource Management Successfully: A First-Line Management Challenge (2006)An intellectual capital perspective of human resource strategies and practices (2009)Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA (2011)Judgment under Uncertainty: Heuristics and Biases (1975)Core capabilities and core rigidities: A paradox in managing new product development (1992)The magical number seven, plus or minus two: Some limits on our capacity for processing information. (1994)KNOWLEDGE TRANSFER IN INTRAORGANIZATIONAL NETWORKS: EFFECTS OF NETWORK POSITION AND ABSORPTIVE CAPACITY ON BUSINESS UNIT INNOVATION AND PERFORMANCE. (2001)Diffusion of Innovations 1 (2019)Principles of Marketing (1972)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)The Management of Innovation (1994)Post-Adoption Variations in Usage and Value of E-Business by Organizations: Cross-Country Evidence from the Retail Industry (2005)The Process of Innovation Assimilation by Firms in Different Countries: A Technology Diffusion Perspective on E-Business (2006)Women Directors on Corporate Boards: From Tokenism to Critical Mass (2011)Patterns in Strategy Formation (1978)Strategies for Change: Logical Incrementalism (1982)Organizational Culture and Leadership (1986)Customer Relationship Management: from Strategy to Implementation (2006)A review of the recent contribution of systems thinking to operational research and management science (2009)Managing strategic change: The duality of CEO personality (2013)The Social Psychology of Organizations. (1979)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Facilitators of organizational innovation: The role of life-cycle stage (1996)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector (2009)Human Resource Management Practices and Organizational Innovation: Assessing the Mediating Role of Knowledge Management Effectiveness (2011)High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices Survey (1998)'Best practice' human resource management: perfect opportunity or dangerous illusion? (2000)‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research (2006)The Interplay Between Exploration and Exploitation (2006)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)Toward a knowledge‐based theory of the firm (1996)Dynamic capabilities: what are they? (2000)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Targeting innovation and implications for capability development (2004)HRM and performance: what next? (2005)Prioritization of human capital measurement indicators using fuzzy AHP (2006)Organizational Path Dependence (2015)
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References

  • 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology12,936 cited
  • 1986Central Problems in the Management of Innovation3,748 cited
  • 2011The Innovator's Dilemma2,893 cited
  • 1996Organizational Complexity and Innovation: Developing and Testing Multiple Contingency Models1,466 cited
  • 1988Developments in the Management of Human Resources684 cited
  • 1996Human resource champions642 cited
  • 1992Managing strategic change— strategy, culture and action411 cited
  • 1989Strategic Human Resource Management and Industrial Relations225 cited
  • 1997A chameleon function? HRM in the ‘90s115 cited
  • 1995The unwritten rules of the game: Master them, shatter them, and break through the barriers to organizational change45 cited
  • 2000Strategic Human Resource ManagementStrategic Human Resource Management, edited by Schuler Randall S. and Jackson Susan E.. Oxford: Blackwell, 1999.37 cited

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