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Seeing isn’t Believing: Understanding Diversity in the Timing of Strategic Response
0 references·16 citing·52 second hopsampled
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  • 2016Is that an opportunity? An attention model of top managers' opportunity beliefs for strategic action332 cited
  • 2006Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense305 cited
  • 2017Time in Strategic Change Research299 cited
  • 2002Confronting Strategic Inertia in a Top Management Team: Learning from Failure290 cited
  • 2012Top Management’s Attention to Discontinuous Technological Change: Corporate Venture Capital as an Alert Mechanism231 cited
  • 2010The influence of executive cognition on competitive dynamics231 cited
  • 2003New CEO Openness to Change and Strategic Persistence: The Moderating Role of Industry Characteristics198 cited
  • 2002Values and Organizational Change178 cited
  • 2011Considering Planned Change Anew: Stretching Large Group Interventions Strategically, Emotionally, and Meaningfully154 cited
  • 2005Determinants of Organizational Flexibility: A Study in an Emerging Economy133 cited
  • 2013Examining relationships among family influence, family culture, flexible planning systems, innovativeness and firm performance126 cited
  • 2016Examining the influence of service additions on manufacturing firms' bankruptcy likelihood121 cited
  • 2000Pluralism and the Problem of Variety109 cited

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  • 2020Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions107 cited
  • 2019Is the trend your friend? An analysis of technology 4.0 investment decisions in agricultural SMEs106 cited
  • 2002Linking top manager attributions to strategic reorientation in declining firms attempting turnarounds105 cited