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Using Teams to Avoid Peripheral Blindness
16 references·6 citing·43 second hop
Using Teams to Avoid Peripheral Blindness (2007)Using Teams to Avoid Peripheral BlindnessCreating Something from Nothing: Resource Construction through Entrepreneurial Bricolage (2005)Creating Something from Nothi…The Blinders of Dominant Logic (2004)The Blinders of Dominant LogicBlue ocean strategy. (2004)Blue ocean strategy.Bricolage versus breakthrough: distributed and embedded agency in technology entrepreneurship (2003)Bricolage versus breakthrough…Leading teams: setting the stage for great performances (2002)Leading teams: setting the st…Understanding fire fighting in new product development⋆ (2001)Understanding fire fighting i…Minimal Structures: From Jazz Improvisation to Product Innovation (2001)Minimal Structures: From Jazz…Leading the revolution (2001)Leading the revolutionThe Wisdom of Teams: Creating the High-Performance Organization (1997)The Wisdom of Teams: Creating…The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations (1997)The Art of Continuous Change:…The truly false consensus effect: An ineradicable and egocentric bias in social perception. 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References

  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1997The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations4,284 cited
  • 2005Creating Something from Nothing: Resource Construction through Entrepreneurial Bricolage4,081 cited
  • 1983Information Richness. A New Approach to Managerial Behavior and Organization Design2,262 cited
  • 1989Theory Construction as Disciplined Imagination2,154 cited
  • 2001Leading the revolution1,789 cited
  • 2003Bricolage versus breakthrough: distributed and embedded agency in technology entrepreneurship1,716 cited
  • 1997The Wisdom of Teams: Creating the High-Performance Organization1,493 cited
  • 2004Blue ocean strategy.1,265 cited
  • 2002Leading teams: setting the stage for great performances1,172 cited
  • 1985Practical intelligence in real-world pursuits: The role of tacit knowledge.755 cited
  • 1994The truly false consensus effect: An ineradicable and egocentric bias in social perception.579 cited
  • 1993The wisdom of teams: Creating the high performance organization535 cited
  • 2001Minimal Structures: From Jazz Improvisation to Product Innovation372 cited
  • 2004The Blinders of Dominant Logic

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305 cited
  • 2001Understanding fire fighting in new product development⋆255 cited
  • Cited by

    • 2013The value contribution of strategic foresight: Insights from an empirical study of large European companies43 cited
    • 2014Organizational Improvisation: From the Constraint of Strict Tempo to the Power of the Avant‐Garde42 cited
    • 2014What corporations do with foresight42 cited
    • 2013Unpacking strategic foresight: A practice approach41 cited
    • 2010TOWARDS A MATURITY MODEL FOR ORGANIZATIONAL FUTURE ORIENTATION.41 cited
    • 2012Mobilising differential visions for new product innovation40 cited