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Exploring the relationship between the use of evaluation in business process re‐engineering and organisational learning and innovation
13 references·1 citing·35 second hop
Exploring the relationship between the use of evaluation in business process re‐engineering and organisational learning and innovation (2000)Exploring the relationship between the us…Diffusion of Innovations 1 (2019)Diffusion of Innovations 1Handbook of Practical Program Evaluation (2010)Handbook of Practical Program…Organization Learning Disorders: Conceptual Model and Intervention Hypotheses (1998)Organization Learning Disorde…When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage (1996)When to Learn How and When to…The new and the old of business process redesign (1994)The new and the old of busine…Is construction an industry? (1994)Is construction an industry?How to Make Reengineering Really Work (1994)How to Make Reengineering Rea…Can Evaluation Help an Organization to Learn? (1994)Can Evaluation Help an Organi…The Competitive Learning Organization: A Quest for the Holy Grail (1993)The Competitive Learning Orga…Reengineering the corporation: A manifesto for business revolution (1993)Reengineering the corporation…Managing Change (1992)Managing ChangeQualitative evaluation and research methods (1990)Qualitative evaluation and re…The methodology of evaluation (1966)The methodology of evaluationExamining the relationships between information acquisition, Entrepreneurial Opportunity Recognition, and innovation performance through the development and validation of a new measure to assess information acquisition in the high technology sector in Taiwan (2009)Examining the relationships b…The Principles of Scientific Management. (1912)The machine that changed the world (1992)Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned From the First Five Years1 (1994)Business Process Change and Organizational Performance: Exploring an Antecedent Model (1997)Transformational change and business process reengineering (BPR): Lessons from the British and Dutch public sector (2011)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Exploration and Exploitation in Organizational Learning (1991)Communities of practice learning, meaning, and identity (1999)Exploring the Effectiveness of an Interdisciplinary Water Resources Engineering Module in an Eighth Grade Science Course (2009)Risk and Uncertainty in Internationalisation and International Entrepreneurship Studies (2014)The Meaning of Organizational Learning (2015)Commensuration as a Social Process (1998)Logic models: a tool for telling your programs performance story (1999)Facebook® and academic performance (2010)Focus Group Interview: An Underutilized Research Technique for Improving Theory and Practice in Health Education (1987)Evaluating professional development (1999)Formative assessment: a critical review (2011)The Strength of Weak Ties (1973)Diffusion of innovations. (2003)User Acceptance of Information Technology: Toward A Unified View1 (2003)The Capabilities of Market-Driven Organizations (1994)Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)The female leadership advantage: An evaluation of the evidence (2003)A Resource-Based Approach to Strategy Analysis in Small-Medium Sized Enterprises (1999)Customer value, overall satisfaction, end-user loyalty, and market performance in detail intensive industries (2004)Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011)Inter-linking issues and dimensions in sustainability reporting (2010)Transformational vs. Transactional Leadership Theories: Evidence in Literature (2013)Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management (2015)Qualitative content analysis in nursing research: concepts, procedures and measures to achieve trustworthiness (2003)The qualitative content analysis process (2008)Document Analysis as a Qualitative Research Method (2009)Is technological learning a firm core competence, when, how and why? A longitudinal, multi-industry study of firm technological learning and market performance (2002)The “soft” dimension of organizational knowledge transfer (2005)Learning dynamics in the alliance development process (2007)
this work references cited by second hop

References

  • 2019Diffusion of Innovations 137,320 cited
  • 1990Qualitative evaluation and research methods24,203 cited
  • 1993Reengineering the corporation: A manifesto for business revolution6,454 cited
  • 1966The methodology of evaluation2,484 cited
  • 2010Handbook of Practical Program Evaluation957 cited
  • 1992Managing Change817 cited
  • 1994How to Make Reengineering Really Work399 cited
  • 1994The new and the old of business process redesign245 cited
  • 1998Organization Learning Disorders: Conceptual Model and Intervention Hypotheses132 cited
  • 1996When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage95 cited
  • 1994Is construction an industry?77 cited
  • 1994Can Evaluation Help an Organization to Learn?68 cited
  • 1993The Competitive Learning Organization: A Quest for the Holy Grail63 cited

Cited by

  • 2009Examining the relationships between information acquisition, Entrepreneurial Opportunity Recognition, and innovation performance through the development and validation of a new measure to assess information acquisition in the high technology sector in Taiwan7 cited

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