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Eight strategic decisions that weakened gulf oil
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Eight strategic decisions that weakened gulf oil (1993)Eight strategic decisions that weakened g…Essence of Decision (1999)Essence of DecisionThe icarus paradox: How exceptional companies bring about their own downfall (1992)The icarus paradox: How excep…Why change programs don't produce change. (1991)Why change programs don't pro…Strategic orientation and top management attention to control systems (1991)Strategic orientation and top…Strategic decision models: Integrating different perspectives (1991)Strategic decision models: In…ORGANIZATIONAL INERTIA AND MOMENTUM: A DYNAMIC MODEL OF STRATEGIC CHANGE. (1991)ORGANIZATIONAL INERTIA AND MO…Managing strategic issues in a turbulent environment (1991)Managing strategic issues in …Creating a strategic control system (1991)Creating a strategic control …CEO duality and organizational performance: A longitudinal analysis (1991)CEO duality and organizationa…When giants learn to dance (1990)When giants learn to danceIndustrial market structure and economic performance (1990)Industrial market structure a…When Giants Learn to Dance (1989)When Giants Learn to DanceReadings in organizational decline : frameworks, research, and prescriptions (1988)Readings in organizational de…Large Corporate Failures as Downward Spirals (1988)Large Corporate Failures as D…Scenarios: Uncharted Waters Ahead (1985)Scenarios: Uncharted Waters A…The seven sisters (1975)The seven sistersInstitutionalized Organizations: Formal Structure as Myth and Ceremony (1977)An Evolutionary Theory of Economic Change. (1983)Structural Inertia and Organizational Change (1984)Knowledge Management: An Organizational Capabilities Perspective (2001)A BEHAVIORAL THEORY OF R&D EXPENDITURES AND INNOVATIONS: EVIDENCE FROM SHIPBUILDING. (2003)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Separation of Ownership and Control (1983)Leadership structure: Separating the CEO and Chairman of the Board (1997)TOWARD A STEWARDSHIP THEORY OF MANAGEMENT (1997)Advances in International Comparative Management (2000)Demographic Diversity in the Boardroom: Mediators of the Board Diversity–Firm Performance Relationship (2009)Judgment under Uncertainty: Heuristics and Biases (1974)Prospect Theory: An Analysis of Decision under Risk (1979)Prospect theory: An analysis of decision under risk (1988)POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION. (1992)TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE. (1992)Resource Dependence Theory: A Review (2009)Accounting control systems and business strategy: An empirical analysis (1987)The role of management control systems in creating competitive advantage: New perspectives (1990)The resource‐based view within the conversation of strategic management (1992)Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances (1998)An Organizational Learning Framework: From Intuition to Institution (1999)FINANCIAL RATIOS, DISCRIMINANT ANALYSIS AND THE PREDICTION OF CORPORATE BANKRUPTCY (1968)The Framing of Decisions and the Psychology of Choice (1981)The Double-Edge of Organizational Legitimation (1990)Managing Legitimacy: Strategic and Institutional Approaches (1995)Tit for Tat? The Spiraling Effect of Incivility in the Workplace (1999)External Control of Organizations: Resource Dependence Perspective (2011)Challenging “Resistance to Change” (1999)MAKING USE OF DIFFERENCE: DIVERSITY, DEBATE, AND DECISION COMPREHENSIVENESS IN TOP MANAGEMENT TEAMS. (1999)Resistance to Change: The Rest of the Story (2008)Tightening the Iron Cage: Concertive Control in Self-Managing Teams (1993)Market Orientation and the Learning Organization (1995)Alliances and networks (1998)Informal Networks and Organizational Crises: An Experimental Simulation (1988)The significance of disciplinary differences (1994)Case Studies: Types, Designs, and Logics of Inference (2008)Innovation, growth and survival (1995)When do firms learn from their acquisition experience? Evidence from 1990 to 1995 (2001)Fifty Years of Empirical Studies of Innovative Activity and Performance (2010)Multiple scenario development: Its conceptual and behavioral foundation (1993)Disciplines of Organizational Learning: Contributions and Critiques (1997)A review of scenario planning (2012)
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References

  • 1990Industrial market structure and economic performance2,573 cited
  • 1991CEO duality and organizational performance: A longitudinal analysis1,251 cited
  • 1991Why change programs don't produce change.1,061 cited
  • 1991Strategic decision models: Integrating different perspectives1,034 cited
  • 1985Scenarios: Uncharted Waters Ahead1,016 cited
  • 1989When Giants Learn to Dance1,010 cited
  • 1999Essence of Decision967 cited
  • 1991ORGANIZATIONAL INERTIA AND MOMENTUM: A DYNAMIC MODEL OF STRATEGIC CHANGE.864 cited
  • 1988Large Corporate Failures as Downward Spirals757 cited
  • 1991Strategic orientation and top management attention to control systems737 cited
  • 1990When giants learn to dance648 cited
  • 1992The icarus paradox: How exceptional companies bring about their own downfall456 cited
  • 1988Readings in organizational decline : frameworks, research, and prescriptions137 cited
  • 1991Managing strategic issues in a turbulent environment100 cited
  • 1991Creating a strategic control system74 cited
  • 1975The seven sisters61 cited

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