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Archetypes of governance for science and technology labs
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Archetypes of governance for science and technology labs (2014)Archetypes of governance for science and …From autonomous strategic behavior to emergent strategy (2013)From autonomous strategic beh…Case study research: design and methods (2011)Case study research: design a…The Purpose (and Perils) of Government-Nonprofit Partnership (2007)The Purpose (and Perils) of G…Strategy Creation in the Periphery: Inductive Versus Deductive Strategy Making* (2003)Strategy Creation in the Peri…The economic benefits of publicly funded basic research: a critical review (2001)The economic benefits of publ…What is strategy (2000)What is strategyGovernance and Performance: New Perspectives (2000)Governance and Performance: N…Strategies for Theorizing from Process Data (1999)Strategies for Theorizing fro…Exploring corporate strategy (1997)Exploring corporate strategyMusings on management. Ten ideas designed to rile everyone who cares about management. (1996)Musings on management. Ten id…The Jossey-Bass Handbook of Nonprofit Leadership and Management (1995)The Jossey-Bass Handbook of N…Do Nonprofit Boards Make a Difference? An Exploration of the Relationships Among Board Structure, Process, and Effectiveness (1992)Do Nonprofit Boards Make a Di…Methods for Studying Innovation Development in the Minnesota Innovation Research Program (1990)Methods for Studying Innovati…Of strategies, deliberate and emergent (1985)Of strategies, deliberate and…Case Study Research: Design and Methods (1984)Case Study Research: Design a…A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy (1983)A Model of the Interaction of…On the mechanics of economic development (1988)Endogenous Technological Change (1990)The Knowledge-Creating Company (1995)Industry funding and university professors’ research performance (2005)What is societal impact of research and how can it be assessed? a literature survey (2012)Economic impact of entrepreneurial universities’ activities: An exploratory study of the United Kingdom (2014)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Qualitative Data Analysis: A Sourcebook of New Methods (1986)Qualitative Analysis for Social Scientists (1987)A Social Process Model of User-Analyst Relationships (1992)Windows of Opportunity: Temporal Patterns of Technological Adaptation in Organizations (1994)The disruptor's dilemma: TiVo and the U.S. television ecosystem (2015)Organizational Strategy, Structure, and Process (1978)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation (1991)Contemporary Strategy Analysis (1998)The Concept of Fit in Strategy Research: Towards Verbal and Statistical Correspondence (2018)Naturalistic inquiry (1985)Handbook of Qualitative Research (1994)Analyzing the Past to Prepare for the Future: Writing a Literature Review (2002)Theory Building From Cases: Opportunities And Challenges (2007)Seeking Qualitative Rigor in Inductive Research (2012)The Discovery of Grounded Theory (2017)The Structure of Scientific Revolutions (1963)The social psychology of organizing (1969)Competition for competence and interpartner learning within international strategic alliances (1991)The Theory of the Growth of the Firm (1995)The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies (2002)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development (1993)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (1994)Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More than They Make? (2001)Case Study Research (2004)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (2009)Dynamic capabilities: what are they? (2000)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Mixed Methods Research: A Research Paradigm Whose Time Has Come (2004)Qualitative research: Methods in the social sciences (2006)Document Analysis as a Qualitative Research Method (2009)Corporate Social Responsibility: A Process Model of Sensemaking (2008)Corporate Social Responsibility: The Good, the Bad and the Ugly (2008)Exploring SWOT analysis – where are we now? (2010)Location, Competition, and Economic Development: Local Clusters in a Global Economy (2000)Looking Forward and Looking Backward: Cognitive and Experiential Search (2000)A Critical Assessment of Business Model Research (2017)
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  • 1984Case Study Research: Design and Methods81,948 cited
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  • 1999Strategies for Theorizing from Process Data7,011 cited
  • 2000What is strategy5,834 cited
  • 1985Of strategies, deliberate and emergent4,634 cited
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  • 1996Musings on management. Ten ideas designed to rile everyone who cares about management.1,623 cited
  • 2001The economic benefits of publicly funded basic research: a critical review1,360 cited
  • 1983A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy1,032 cited
  • 1990Methods for Studying Innovation Development in the Minnesota Innovation Research Program547 cited
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  • 1995The Jossey-Bass Handbook of Nonprofit Leadership and Management363 cited
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  • 1992Do Nonprofit Boards Make a Difference? An Exploration of the Relationships Among Board Structure, Process, and Effectiveness

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277 cited
  • 2013From autonomous strategic behavior to emergent strategy272 cited
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