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Dynamic Technology Leadership: The Adaptive Role of the CTO
12 references·1 citing·47 second hop
Dynamic Technology Leadership: The Adaptive Role of the CTO (2012)Dynamic Technology Leadership: The Adapti…THE EFFECTIVENESS OF THE CHIEF TECHNOLOGY OFFICER (2011)THE EFFECTIVENESS OF THE CHIE…The organizational influence of the Chief Technology Officer (2008)The organizational influence …Life cycles of growing organizations: A review with implications for knowledge and learning (2007)Life cycles of growing organi…Analyzing cognitive maps to help structure issues or problems (2003)Analyzing cognitive maps to h…The Individual in the Strategy Process: Insights from Behavioural Decision Research and Cognitive Mapping (2002)The Individual in the Strateg…The evolution of a project involving an integrated analysis of structured qualitative and quantitative data: From N3 to NVivo (2002)The evolution of a project in…Benchmarking Global Strategic Management of Technology (2001)Benchmarking Global Strategic…Ally or Acquire? How Technology Leaders Decide (2001)Ally or Acquire? How Technolo…Strategic Technology Leveraging: Making Outsourcing Work for You (1996)Strategic Technology Leveragi…Towards the Fifth‐generation Innovation Process (1994)Towards the Fifth‐generation …The evolution of Third Generation R&D (1991)The evolution of Third Genera…The Chief Technology Officer (1990)The Chief Technology OfficerExecutives with digital backgrounds and corporate ESG performance: Evidence from China (2025)Executives with digital backg…Exchange and Power in Social Life. (1965)Organizational Strategy, Structure, and Process (1978)Knowledge resources and innovation performance: the mediation of innovation capability moderated by management commitment (2013)Supply chain management executives in corporate upper echelons (2014)Exchange and Power in Social Life (2017)Innovation and R&D in the Upper Echelons: The Association between the CTO's Power Depth and Breadth and the TMT's Commitment to Innovation (2018)Mixing Qualitative and Quantitative Methods: Triangulation in Action (1979)Qualitative evaluation and research methods (1990)Research Design: Qualitative and Quantitative Approaches (1996)Organizing “Mountains of Words” for Data Analysis, both Qualitative and Quantitative (2010)Effect of energy from waste technologies on the risk profile of public-private partnership waste treatment projects of India (2020)Identifying and assessing critical success factors of value management implementation in Saudi Arabia building construction industry (2022)The Fifth Discipline (1990)Sensemaking in Organizations (1996)A Comparison between Concept Maps, Mind Maps, Conceptual Diagrams, and Visual Metaphors as Complementary Tools for Knowledge Construction and Sharing (2006)THE PSYCHOLOGY OF PERSONAL CONSTRUCTS (2010)An analysis of the Six Sigma DMAIC method from the perspective of problem solving (2012)On the importance of behavioral operational research: The case of understanding and communicating about dynamic systems (2013)Successful industrial innovation: critical factors for the 1990s (1992)Technological innovation in the semiconductor industry: A case study of the International Technology Roadmap for Semiconductors (ITRS) (2002)Relationships between innovation stimulus, innovation capacity, and innovation performance (2006)The Sources of Innovation (2007)Modeling the relative efficiency of national innovation systems (2011)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Birds of a Feather: Homophily in Social Networks (2001)Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review (2003)Advancing Firm Growth Research: A Focus on Growth Mode Instead of Growth Rate (2010)Firm growth and its determinants (2013)Theorizing Through Literature Reviews: The Miner-Prospector Continuum (2020)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Innovation (1986)Competition and Investment in Flexible Technologies (1993)Aligning Manufacturing Strategy and Business‐Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance (2005)Does gender affect innovation? Evidence from female chief technology officers (2021)Networks of innovators: a longitudinal perspective (2003)Learning Capability, Technological Parity, and Innovation Mode Use* (2009)External technology sourcing: evidence from design‐driven innovation (2011)Organizational Learning in Multinationals: R&D Networks of Japanese and US MNEs in the UK* (2003)Success in Global New Product Development: Impact of Strategy and the Behavioral Environment of the Firm (2010)From sustainability commitment to performance: The role of intra- and inter-firm collaborative capabilities in the upstream supply chain (2015)Comparing Managers' Mental Models of Competition: Why Self-report Measures of Belief Similarity Won't Do (2002)Internationalization processes of small- and medium-sized enterprises—a matter of attitude? (2010)Off to Plan or Out to Lunch? Relationships between Design Characteristics and Outcomes of Strategy Workshops (2013)Technology transfer and succession planning: the relevance of make-or-buy analysis (2002)Strategic capacity management: meeting technological demands and performance criteria (2003)Empirical analysis of organizational archetypes based on generation and adoption of knowledge and technologies (2020)
this work references cited by second hop

References

  • 1994Towards the Fifth‐generation Innovation Process1,470 cited
  • 2003Analyzing cognitive maps to help structure issues or problems634 cited
  • 2007Life cycles of growing organizations: A review with implications for knowledge and learning426 cited
  • 2001Benchmarking Global Strategic Management of Technology231 cited
  • 2001Ally or Acquire? How Technology Leaders Decide127 cited
  • 1990The Chief Technology Officer94 cited
  • 2002The evolution of a project involving an integrated analysis of structured qualitative and quantitative data: From N3 to NVivo67 cited
  • 1996Strategic Technology Leveraging: Making Outsourcing Work for You58 cited
  • 2008The organizational influence of the Chief Technology Officer55 cited
  • 2002The Individual in the Strategy Process: Insights from Behavioural Decision Research and Cognitive Mapping30 cited
  • 2011THE EFFECTIVENESS OF THE CHIEF TECHNOLOGY OFFICER18 cited
  • 1991The evolution of Third Generation R&D13 cited

Cited by

  • 2025Executives with digital backgrounds and corporate ESG performance: Evidence from China27 cited

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