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The Intersection of Organizational Identity, Knowledge, and Practice: Attempting Strategic Change Via Knowledge Grafting
16 references·16 citing·26 second hopsampled
The Intersection of Organizational Identity, Knowledge, and Practice: Attempting Strategic Change Via Knowledge Grafting (2007)The Intersection of Organizational Identi…Building theories from case study research (2009)Building theories from case s…The Knowledge-creating company: How Japanese companies create the dynamics of innovation (1997)The Knowledge-creating compan…Toward a knowledge‐based theory of the firm (1996)Toward a knowledge‐based theo…Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Exploring internal stickiness…The Knowledge-Creating Company (1995)The Knowledge-Creating CompanyKnowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)Knowledge of the Firm, Combin…Organizational Learning: The Contributing Processes and the Literatures (1991)Organizational Learning: The …Case Study Research: Design and Methods (1991)Case Study Research: Design a…Basics of qualitative research (1990)Basics of qualitative researchArchitectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)Architectural Innovation: The…Naturalistic inquiry (1985)Naturalistic inquiryResearch in Organizational Behavior (1984)Research in Organizational Be…Power/Knowledge: Selected Interviews and Other Writings 1972-1977 (1980)Power/Knowledge: Selected Int…Outline of a Theory of Practice (1977)Outline of a Theory of Practi…Interaction Ritual: Essays on Face-to-Face Behavior. (1968)Interaction Ritual: Essays on…Syntactic Structures (1957)Syntactic StructuresA Systematic Methodology for Doing Qualitative Research (2020)A Systematic Methodology for …Organizational Identity Formation and Change (2013)Organizational Identity Forma…Cognition and Capabilities: A Multi-Level Perspective (2013)Cognition and Capabilities: A…A Temporal Perspective on Organizational Identity (2012)A Temporal Perspective on Org…Why Do Family Firms Strive for Nonfinancial Goals? An Organizational Identity Perspective (2011)Why Do Family Firms Strive fo…Under Threat: Responses to and the Consequences of Threats to Individuals' Identities (2011)Under Threat: Responses to an…Templates and Turns in Qualitative Studies of Strategy and Management (2011)Templates and Turns in Qualit…Routines as a Source of Change in Organizational Schemata: The Role of Trial-and-Error Learning (2011)Routines as a Source of Chang…Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management (2011)Psychological foundations of …Transitional Identity as a Facilitator of Organizational Identity Change during a Merger (2010)Transitional Identity as a Fa…Formal Dining at Cambridge Colleges: Linking Ritual Performance and Institutional Maintenance (2010)Formal Dining at Cambridge Co…Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity (2010)Forging an Identity: An Insid…Exploring the concept of familiness: Introducing family firm identity (2010)Exploring the concept of fami…Technology, Identity, and Inertia Through the Lens of “The Digital Photography Company” (2009)Technology, Identity, and Ine…Attentional Triangulation: Learning from Unexpected Rare Crises (2009)Attentional Triangulation: Le…Tent Poles, Tribalism, and Boundary Spanning: The Rigor-Relevance Debate in Management Research (2007)Tent Poles, Tribalism, and Bo…“Sticky Information” and the Locus of Problem Solving: Implications for Innovation (1994)Knowledge Management: An Organizational Capabilities Perspective (2001)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Nature of the Firm (1937)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Dynamic capabilities: what are they? (2000)Posthumanist Performativity: Toward an Understanding of How Matter Comes to Matter (2003)Unsettling the Coloniality of Being/Power/Truth/Freedom: Towards the Human, After Man, Its Overrepresentation--An Argument (2003)Critical Discourse Analysis (2015)Theory Building From Cases: Opportunities And Challenges (2007)Document Analysis as a Qualitative Research Method (2009)Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers (2015)A Purposeful Approach to the Constant Comparative Method in the Analysis of Qualitative Interviews (2002)An Introduction to Qualitative Research (2009)Theory Construction in Qualitative Research (2012)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The qualitative research interview (2011)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations (2000)Five Misunderstandings About Case-Study Research (2004)Three Approaches to Qualitative Content Analysis (2005)Seeking Qualitative Rigor in Inductive Research (2012)Thematic Analysis (2017)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1985Naturalistic inquiry45,666 cited
  • 1991Case Study Research: Design and Methods39,535 cited
  • 1977Outline of a Theory of Practice27,539 cited
  • 1980Power/Knowledge: Selected Interviews and Other Writings 1972-197722,285 cited
  • 1995The Knowledge-Creating Company17,992 cited
  • 1996Toward a knowledge‐based theory of the firm16,143 cited
  • 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation13,156 cited
  • 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology12,936 cited
  • 2009Building theories from case study research11,299 cited
  • 1990Basics of qualitative research11,107 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 1990Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms8,369 cited
  • 1991Organizational Learning: The Contributing Processes and the Literatures8,066 cited
  • 1957Syntactic Structures7,857 cited
  • 1996Exploring internal stickiness: Impediments to the transfer of best practice within the firm7,834 cited
  • 1968

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Interaction Ritual: Essays on Face-to-Face Behavior.
7,499 cited

Cited by

  • 2011Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management771 cited
  • 2010Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity764 cited
  • 2010Exploring the concept of familiness: Introducing family firm identity744 cited
  • 2011Why Do Family Firms Strive for Nonfinancial Goals? An Organizational Identity Perspective735 cited
  • 2013Organizational Identity Formation and Change732 cited
  • 2011Under Threat: Responses to and the Consequences of Threats to Individuals' Identities711 cited
  • 2011Routines as a Source of Change in Organizational Schemata: The Role of Trial-and-Error Learning649 cited
  • 2009Technology, Identity, and Inertia Through the Lens of “The Digital Photography Company”645 cited
  • 2020A Systematic Methodology for Doing Qualitative Research601 cited
  • 2011Templates and Turns in Qualitative Studies of Strategy and Management594 cited
  • 2012A Temporal Perspective on Organizational Identity554 cited
  • 2010Formal Dining at Cambridge Colleges: Linking Ritual Performance and Institutional Maintenance497 cited
  • 2013Cognition and Capabilities: A Multi-Level Perspective494 cited
  • 2010Transitional Identity as a Facilitator of Organizational Identity Change during a Merger469 cited
  • 2009Attentional Triangulation: Learning from Unexpected Rare Crises463 cited
  • 2007Tent Poles, Tribalism, and Boundary Spanning: The Rigor-Relevance Debate in Management Research460 cited