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Organizational improvisation and change: two syntheses and a filled gap
16 references·1 citing·29 second hop
Organizational improvisation and change: two syntheses and a filled gap (2003)Organizational improvisation and change: …The rise and fall of strategic planning (1995)The rise and fall of strategi…Explaining Development and Change in Organizations (1995)Explaining Development and Ch…Reengineering the corporation: A manifesto for business revolution (1993)Reengineering the corporation…Basics of Qualitative Research: Grounded Theory Procedures and Techniques. (1992)Basics of Qualitative Researc…Basics of Qualitative Research (1992)Basics of Qualitative ResearchOrganizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Organizational Learning and C…Reengineering Work: Don’t Automate, Obliterate (1990)Reengineering Work: Don’t Aut…Organizational Ecology (1989)Organizational EcologyOrganizations and Environments (1980)Organizations and EnvironmentsThe Social Psychology of Organizations. (1979)The Social Psychology of Orga…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…A Garbage Can Model of Organizational Choice (1972)A Garbage Can Model of Organi…The social psychology of organizing (1969)The social psychology of orga…Organization and environment (1967)Organization and environmentThe functions of social conflict (1956)The functions of social confl…Field Theory in Social Science (1953)Field Theory in Social ScienceExamining process management via the lens of exploitation and exploration: Reconceptualization and scale development (2015)Examining process management …Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)Organizational Information Requirements, Media Richness and Structural Design (1986)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Outline of a Theory of Practice. (1980)Organizational culture and leadership (1993)Situated Learning: Legitimate Peripheral Participation. (1994)Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations (2000)Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice1 (2005)Exploration and Exploitation in Organizational Learning (1991)A Dynamic Theory of Organizational Knowledge Creation (1994)Managing Legitimacy: Strategic and Institutional Approaches (1995)Structural balance: a generalization of Heider's theory. (1956)The Bases of Social Power (1986)Competing paradigms in qualitative research. (1994)Qualitative Content Analysis (2008)Document Analysis as a Qualitative Research Method (2009)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)The Effect of a Market Orientation on Business Profitability (1990)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)Strategies for Theorizing from Process Data (1999)A General Inductive Approach for Analyzing Qualitative Evaluation Data (2006)Theory Construction in Qualitative Research (2012)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)
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  • 2015Examining process management via the lens of exploitation and exploration: Reconceptualization and scale development35 cited