SZodixStudyAcademic Library
ShelvesOpen access
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
Changing the strategy formation process in a service cooperative
16 references·0 citing·34 second hop
Changing the strategy formation process in a service cooperative (2010)Changing the strategy formation process i…Gaining and sustaining a competitive advantage (2012)Gaining and sustaining a comp…Cultural entrepreneurship: stories, legitimacy, and the acquisition of resources (2001)Cultural entrepreneurship: st…Contemporary Strategy Analysis (1998)Contemporary Strategy AnalysisDynamic capabilities and strategic management (1997)Dynamic capabilities and stra…Competing for the Future (1994)Competing for the FutureApplications of case study research (1993)Applications of case study re…MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)MAKING FAST STRATEGIC DECISIO…The Concept of Corporate Strategy (1987)The Concept of Corporate Stra…Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? (1986)Organizational Culture: Can I…Case Study Research: Design and Methods (1984)Case Study Research: Design a…The Correlates of Entrepreneurship in Three Types of Firms (1983)The Correlates of Entrepreneu…A Process Model of Internal Corporate Venturing in the Diversified Major Firm (1983)A Process Model of Internal C…Patterns in Strategy Formation (1978)Patterns in Strategy FormationStrategy-Making in Three Modes (1973)Strategy-Making in Three ModesOrganization and Environment: Managing Differentiation and Integration. (1968)Organization and Environment:…The Science of "Muddling Through" (1959)The Science of "Muddling Thro…The Presentation of Self in Everyday Life. (1956)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Firm Resources and Sustained Competitive Advantage (1991)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Generalized expectancies for internal versus external control of reinforcement. (1966)Organizational Strategy, Structure, and Process (1978)Strategic management of small firms in hostile and benign environments (1989)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)The Theory of Economic Development (2003)Dimensionalizing Cultures: The Hofstede Model in Context (2011)The Nature of the Firm (1937)A resource‐based view of the firm (1984)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Theory Building From Cases: Opportunities And Challenges (2007)Seeking Qualitative Rigor in Inductive Research (2012)Introduction to Case Study (1997)Social Capital: A Missing Link to Disaster Recovery (2004)Using Numbers in Qualitative Research (2010)Firm resources and sustained competitive advantage (2004)Mixed Methods Research: A Research Paradigm Whose Time Has Come (2004)Qualitative research: Methods in the social sciences (2006)Document Analysis as a Qualitative Research Method (2009)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing (1999)Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007)Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Dynamic capabilities: what are they? (2000)Planning in the Face of Power (1982)Green Cities, Growing Cities, Just Cities?: Urban Planning and the Contradictions of Sustainable Development (1996)Big Questions in Public Network Management Research (2001)
this work references cited by second hop

References

  • 1984Case Study Research: Design and Methods81,948 cited
  • 1997Dynamic capabilities and strategic management34,723 cited
  • 1959The Science of "Muddling Through"8,490 cited
  • 1993Applications of case study research7,853 cited
  • 1983The Correlates of Entrepreneurship in Three Types of Firms5,853 cited
  • 1994Competing for the Future5,759 cited
  • 1968Organization and Environment: Managing Differentiation and Integration.4,325 cited
  • 1987The Concept of Corporate Strategy4,092 cited
  • 1986Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?3,864 cited
  • 1989MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.3,816 cited
  • 1978Patterns in Strategy Formation3,533 cited
  • 1998Contemporary Strategy Analysis2,860 cited
  • 2001Cultural entrepreneurship: stories, legitimacy, and the acquisition of resources2,334 cited
  • 1983A Process Model of Internal Corporate Venturing in the Diversified Major Firm2,217 cited
  • 2012Gaining and sustaining a competitive advantage2,015 cited
  • 1973Strategy-Making in Three Modes

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

1,663 cited

Cited by

No citing works inside the corpus for this window.