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Management theory and practice: bridging the gap through multidisciplinary lenses
16 references·0 citing·39 second hop
Management theory and practice: bridging the gap through multidisciplinary lenses (2008)Management theory and practice: bridging …SHAPING STRATEGY AS A STRUCTURATION PROCESS. (2008)SHAPING STRATEGY AS A STRUCTU…Market practices and over‐consumption (2008)Market practices and over‐con…The mode of exchange and shaping of markets: Distributor influence in the Swedish post-war food industry (2007)The mode of exchange and shap…Strategy Practice and Strategy Process: Family Differences and the Sociological Eye (2007)Strategy Practice and Strateg…Strategizing: The challenges of a practice perspective (2007)Strategizing: The challenges …Markets, market-making and marketing (2007)Markets, market-making and ma…Working to Make Interdisciplinarity Work: Investing in Communication and Interpersonal Relationships (2006)Working to Make Interdiscipli…Completing the Practice Turn in Strategy Research (2006)Completing the Practice Turn …Marketing Education as Bad Medicine for Society: The Gorilla Dances (2005)Marketing Education as Bad Me…Strategy as Practice: Recursiveness, Adaptation, and Practices-in-Use (2004)Strategy as Practice: Recursi…Gapping the Relevance Bridge: Fashions Meet Fundamentals in Management Research (2001)Gapping the Relevance Bridge:…Bridging the Relevance Gap: Aligning Stakeholders in the Future of Management Research (2001)Bridging the Relevance Gap: A…Social practices: a Wittgensteinian approach to human activity and the social (1997)Social practices: a Wittgenst…Beyond the one-dimensional marketing manager: The discourse of theory, practice and relevance (1997)Beyond the one-dimensional ma…Social Practices (1996)Social PracticesThe Gap between Theory and Practice (1980)The Gap between Theory and Pr…Naturalistic inquiry (1985)Basics of qualitative research : techniques and procedures for developing grounded theory (1998)Theory Building From Cases: Opportunities And Challenges (2007)Organizational Path Dependence: A Process View (2011)Templates and Turns in Qualitative Studies of Strategy and Management (2011)Generalizing from Research Findings: The Merits of Case Studies (2013)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Situated Learning: Legitimate Peripheral Participation. (1994)Communities of practice learning, meaning, and identity (1999)10 Sociomateriality: Challenging the Separation of Technology, Work and Organization (2008)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal (2018)Economic Action and Social Structure: The Problem of Embeddedness (1985)Institutions, Institutional Change and Economic Performance (1990)Institutions, Institutional Change and Economic Performance (1991)Market practices and forms: introduction to the special issue (2008)The sites and practices of business models (2011)Networks, ecosystems, fields, market systems? Making sense of the business environment (2020)Firm Resources and Sustained Competitive Advantage (1991)New Practice Creation: An Institutional Perspective on Innovation (2007)Strategy‐as‐practice: A review and future directions for the field (2009)Science in Action: How to Follow Scientists and Engineers through Society (1988)The Logic of Practice (1990)What are dynamic capabilities and are they a useful construct in strategic management? (2009)GRASPING THE LOGIC OF PRACTICE: THEORIZING THROUGH PRACTICAL RATIONALITY. (2011)The Presentation of Self in Everyday Life. (1956)The reflective practitioner: How professionals think in action (1984)The Reflective Practitioner: How Professionals Think in Action (1985)Through the practice lens: Where is the bandwagon of practice-based studies heading? (2010)Strategic Planning Research: Toward a Theory-Driven Agenda (2013)Toward a Theory of Social Practices (2002)Consumption and Theories of Practice (2005)Critical service logic: making sense of value creation and co-creation (2012)Management Research as a Design Science: Articulating the Research Products of Mode 2 Knowledge Production in Management (2005)Engaging with organisations in pursuit of improved sustainability accounting and performance (2007)Why the Rigour–Relevance Gap in Management Research Is Unbridgeable (2009)The Conventions of Management Research and their Relevance to Management Practice (2002)Bridging Scholarship in Management: Epistemological Reflections (2003)Van de Ven and Johnson's “Engaged Scholarship”: Nice Try, But… (2006)
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References

  • 1996Social Practices2,180 cited
  • 2006Completing the Practice Turn in Strategy Research1,970 cited
  • 1997Social practices: a Wittgensteinian approach to human activity and the social1,793 cited
  • 2007Strategizing: The challenges of a practice perspective1,371 cited
  • 2004Strategy as Practice: Recursiveness, Adaptation, and Practices-in-Use1,007 cited
  • 2001Bridging the Relevance Gap: Aligning Stakeholders in the Future of Management Research877 cited
  • 2007Strategy Practice and Strategy Process: Family Differences and the Sociological Eye467 cited
  • 2008SHAPING STRATEGY AS A STRUCTURATION PROCESS.463 cited
  • 2007Markets, market-making and marketing390 cited
  • 2001Gapping the Relevance Bridge: Fashions Meet Fundamentals in Management Research209 cited
  • 2007The mode of exchange and shaping of markets: Distributor influence in the Swedish post-war food industry95 cited
  • 2006Working to Make Interdisciplinarity Work: Investing in Communication and Interpersonal Relationships86 cited
  • 2008Market practices and over‐consumption85 cited
  • 1997Beyond the one-dimensional marketing manager: The discourse of theory, practice and relevance83 cited
  • 1980The Gap between Theory and Practice

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69 cited
  • 2005Marketing Education as Bad Medicine for Society: The Gorilla Dances31 cited
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