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Construction Principles and Design Rules in the Case of Circular Design
16 references·16 citing·45 second hopsampled
Construction Principles and Design Rules in the Case of Circular Design (2006)Construction Principles and Design Rules …Management Research Based on the Paradigm of the Design Sciences: The Quest for Field‐Tested and Grounded Technological Rules (2004)Management Research Based on …Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules (2004)Management Research Based on …Are your employees avoiding you? Managerial strategies for closing the feedback gap (2004)Are your employees avoiding y…Selective Intervention and Internal Hybrids: Interpreting and Learning from the Rise and Decline of the Oticon Spaghetti Organization (2003)Selective Intervention and In…An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why* (2003)An Exploratory Study of Emplo…The Ownership of Enterprise (2000)The Ownership of EnterpriseRe-Creating the Corporation: A Design of Organizations for the 21st Century (1999)Re-Creating the Corporation: …Re-Creating the Corporation (1999)Re-Creating the CorporationThe Power Behind Empowerment: Implications for Research and Practice (1998)The Power Behind Empowerment:…Organization Studies and the New Pragmatism: Positivism, Anti-positivism, and the Search for Ethics (1998)Organization Studies and the …The sciences of the artificial (3rd ed.) (1996)The sciences of the artificia…PROCEDURAL JUSTICE, ATTITUDES, AND SUBSIDIARY TOP MANAGEMENT COMPLIANCE WITH MULTINATIONALS' CORPORATE STRATEGIC DECISIONS. (1993)PROCEDURAL JUSTICE, ATTITUDES…The Organization of Complex Systems (1977)The Organization of Complex S…New Patterns of Management. (1962)New Patterns of Management.Cybernetics and Management. 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(2004)Measuring trust in organisational research: Review and recommendations (2011)Exchange and Power in Social Life (2017)A Theory of Social Comparison Processes (1954)Research in Organizational Behavior (1984)Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams (2006)8 Social Hierarchy: The Self‐Reinforcing Nature of Power and Status (2008)Qualitative Data Analysis (2008)Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct (2014)An Assessment of the Scientific Merits of Action Research (1978)Building Theories from Case Study Research (1989)MANAGEMENT FASHION (1996)Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review (2003)The Anatomy of a Design Theory (2007)Action Design Research1 (2011)The Structure of Scientific Revolutions (1963)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)Competitive advantage: logical and philosophical considerations (2001)A Stakeholder Approach to Strategic Management (2005)Firm self-regulation through international certifiable standards: determinants of symbolic versus substantive implementation (2006)Case Study Research: Design and Methods (1984)Case Study Research: Design and Methods (1991)Firm resources and sustained competitive advantage (2004)Location, control and innovation in knowledge-intensive industries (2008)Management Innovation (2008)Business models and dynamic capabilities (2017)Management Research as a Design Science: Articulating the Research Products of Mode 2 Knowledge Production in Management (2005)Bridging Practice and Theory: A Design Science Approach (2009)The Interpretation of Cultures (2017)Making knowledge the basis of a dynamic theory of the firm (1996)A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. (2000)Emergence of the Human Capital Resource: A Multilevel Model (2011)The Causal Texture of Organizational Environments (1965)What is job satisfaction? (1969)Gender and leadership style: A meta-analysis. (1990)The misunderstood limits of folk science: an illusion of explanatory depth (2002)Exploring Intuition and its Role in Managerial Decision Making (2007)Tackling Grand Challenges Pragmatically: Robust Action Revisited (2015)Agency Relationships in Family Firms: Theory and Evidence (2001)Organizational Implications of Institutional Pluralism (2008)Envisioning real utopias (2011)
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References

  • 1962New Patterns of Management.3,105 cited
  • 2003An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why*1,669 cited
  • 2000The Ownership of Enterprise1,427 cited
  • 2004Management Research Based on the Paradigm of the Design Sciences: The Quest for Field‐Tested and Grounded Technological Rules1,307 cited
  • 1996The sciences of the artificial (3rd ed.)1,282 cited
  • 2004Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules866 cited
  • 1977The Organization of Complex Systems576 cited
  • 1998Organization Studies and the New Pragmatism: Positivism, Anti-positivism, and the Search for Ethics532 cited
  • 1993PROCEDURAL JUSTICE, ATTITUDES, AND SUBSIDIARY TOP MANAGEMENT COMPLIANCE WITH MULTINATIONALS' CORPORATE STRATEGIC DECISIONS.516 cited
  • 2003Selective Intervention and Internal Hybrids: Interpreting and Learning from the Rise and Decline of the Oticon Spaghetti Organization455 cited
  • 1998The Power Behind Empowerment: Implications for Research and Practice444 cited
  • 1960Cybernetics and Management.341 cited
  • 1960Cybernetics and Management254 cited
  • 1999Re-Creating the Corporation242 cited
  • 1999

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Re-Creating the Corporation: A Design of Organizations for the 21st Century
237 cited
  • 2004Are your employees avoiding you? Managerial strategies for closing the feedback gap107 cited
  • Cited by

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    • 2008Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning115 cited
    • 2008Gatekeepers of Knowledge versus Platforms of Knowledge: From Potential to Realized Absorptive Capacity115 cited
    • 2020Managing the Value Appropriation Dilemma in Business Model Innovation111 cited
    • 2009Management as Design, but What Kind of Design? An Appraisal of the Design Science Analogy for Management102 cited
    • 2013Corporate Governance in a Risk Society101 cited
    • 2009Policy principles for the creation and success of corporate and academic spin-offs100 cited
    • 2022Crafting and Assessing Design Science Research for Entrepreneurship98 cited
    • 2018Entrepreneurship at the interface of design and science: Toward an inclusive framework97 cited
    • 2019Collaborative Curriculum Development in Teacher Design Teams96 cited
    • 2008Bridging Social Constraint and Social Action to Design Organizations for Innovation90 cited
    • 2013Off to Plan or Out to Lunch? Relationships between Design Characteristics and Outcomes of Strategy Workshops89 cited
    • 2015Towards Common Ground and Trading Zones in Management Research and Practice79 cited
    • 2012A Design Science Approach to Evidence-Based Management78 cited
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