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The Learning Organization as Facilitator of Complex NPD Projects
16 references·2 citing·30 second hop
The Learning Organization as Facilitator of Complex NPD Projects (2007)The Learning Organization as Facilitator …Diffusion of Innovations 1 (2019)Diffusion of Innovations 1Diffusion of Innovations (2012)Diffusion of InnovationsUnderstanding Organizations as Learning Systems (2000)Understanding Organizations a…The State of the Notion: Knowledge Management in Practice (1998)The State of the Notion: Know…The Knowledge-Creating Company (1998)The Knowledge-Creating CompanyFrom Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management (1998)From Embedded Knowledge to Em…The Knowledge-creating company: How Japanese companies create the dynamics of innovation (1997)The Knowledge-creating compan…The knowledge-creating company: How Japanese companies create the dynamics of innovation (1996)The knowledge-creating compan…Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Exploring internal stickiness…The Knowledge-Creating Company (1995)The Knowledge-Creating CompanyEmpowering Service Employees (1995)Empowering Service EmployeesBuilding the Learning Organization (1995)Building the Learning Organiz…Building a learning organization. (1993)Building a learning organizat…Stage-gate systems: A new tool for managing new products (1990)Stage-gate systems: A new too…Organizational Learning (1985)Organizational LearningCommunication of Innovations: A Cross-Cultural Approach. (1974)Communication of Innovations:…Evaluation of project interdependency visualizations through decision scenario experimentation (2012)Evaluation of project interde…COMPLEXITY AND THE MULTIPLE IMPACTS ON NEW PRODUCT DEVELOPMENT: RESULTS FROM A FIELD STUDY (2012)COMPLEXITY AND THE MULTIPLE I…“Sticky Information” and the Locus of Problem Solving: Implications for Innovation (1994)Knowledge Management: An Organizational Capabilities Perspective (2001)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)An Evolutionary Theory of Economic Change. (1983)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)A Dynamic Theory of Organizational Knowledge Creation (1994)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Dynamic capabilities: what are they? (2000)Momentum and Revolution in Organizational Adaptation (1980)A Process Model of Internal Corporate Venturing in the Diversified Major Firm (1983)Toward a Model of Organizations as Interpretation Systems (1984)The Capabilities of Market-Driven Organizations (1994)Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination (1998)Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007)Creativity syndrome: Integration, application, and innovation. (1988)Managerial Fads and Fashions: The Diffusion and Rejection of Innovations (1991)Integrating Models of Diffusion of Innovations: A Conceptual Framework (2002)Toward a knowledge‐based theory of the firm (1996)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The Strength of Weak Ties (1973)Diffusion of innovations. (2003)User Acceptance of Information Technology: Toward A Unified View1 (2003)Social Capital: Prospects for a New Concept (2002)Network Structure and Knowledge Transfer: The Effects of Cohesion and Range (2003)Social acceptance of renewable energy innovation: An introduction to the concept (2007)The knowing organization: How organizations use information to construct meaning, create knowledge and make decisions (1996)Orchestrating Innovation Networks (2006)Role congruity theory of prejudice toward female leaders. (2002)A framework of sustainable supply chain management: moving toward new theory (2008)
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References

  • 2019Diffusion of Innovations 137,320 cited
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  • 2012Evaluation of project interdependency visualizations through decision scenario experimentation42 cited
  • 2012COMPLEXITY AND THE MULTIPLE IMPACTS ON NEW PRODUCT DEVELOPMENT: RESULTS FROM A FIELD STUDY10 cited