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Contrary Prescriptions: Recognizing Good Practice Tensions in Management
16 references·16 citing·39 second hopsampled
Contrary Prescriptions: Recognizing Good Practice Tensions in Management (2003)Contrary Prescriptions: Recognizing Good …The Discovery of Grounded Theory (2017)The Discovery of Grounded The…Academy of Management Journal (2013)Academy of Management JournalAn invitation to social construction (2001)An invitation to social const…Varieties of Discourse: On the Study of Organizations through Discourse Analysis (2000)Varieties of Discourse: On th…Exploring Paradox: Toward a More Comprehensive Guide (2000)Exploring Paradox: Toward a M…Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances (1998)Between Trust and Control: De…TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE. (1997)TECHNICAL AND STRATEGIC HUMAN…THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)THE IMPACT OF HUMAN RESOURCE …Structuring cooperative relationships between organizations (1992)Structuring cooperative relat…Using Paradox to Build Management and Organization Theories (1989)Using Paradox to Build Manage…Designing qualitative research (1989)Designing qualitative researchBenchmarking: the search for industry best practices that lead to superior performance (1989)Benchmarking: the search for …Leadership and Performance beyond Expectations (1987)Leadership and Performance be…The Constitution of Society. Outline of the Theory of Structuration (1984)The Constitution of Society. …A Theory of Leadership Effectiveness. (1968)A Theory of Leadership Effect…The Social Construction of Reality (1967)The Social Construction of Re…One governance theory to rule them all? The case for a paradoxical approach to co-operative governance (2021)One governance theory to rule…Enabling Rapid Financial Response to Disasters: Knotting and Reknotting Multiple Paradoxes in Interorganizational Systems (2021)Enabling Rapid Financial Resp…How organizational actors live out paradoxical tensions through power relations: The case of a youth prison (2019)How organizational actors liv…The Role of a Learning Approach in Building an Interorganizational Network Aiming for Collaborative Innovation (2018)The Role of a Learning Approa…Reflections: Return Paradox to the Wild? Paradox Interventions and Their Implications (2018)Reflections: Return Paradox t…An Integrative Methodology for Organizational Oppositions: Aligning Grounded Theory and Discourse Analysis (2018)An Integrative Methodology fo…Exploring Design Principles of Organizing for Collaborative Innovation: The Case of an Open Innovation Initiative (2016)Exploring Design Principles o…An investigation into the roles of open innovation collaboration managers (2016)An investigation into the rol…Role-play as a pedagogical method to prepare students for practice: The students’ voice (2013)Role-play as a pedagogical me…Managing Collaborative Inter‐organizational Relations (2009)Managing Collaborative Inter‐…Inter‐organizational Power (2009)Inter‐organizational PowerCritical Perspectives on Collaboration (2009)Critical Perspectives on Coll…Exploring tensions in projectified matrix organisations (2008)Exploring tensions in project…Manifested Attitudes: Intricacies of Inter‐Partner Learning in Collaboration (2007)Manifested Attitudes: Intrica…Making Sense of Formalization in Interorganizational Relationships: Beyond Coordination and Control (2006)Making Sense of Formalization…Cycles of Identity Formation in Interorganizational Collaborations (2003)Cycles of Identity Formation …Economic Action and Social Structure: The Problem of Embeddedness (1985)Foundations of social theory (1990)An Integrative Model Of Organizational Trust (1995)A Resource-Based Theory of Strategic Alliances (2000)A Trust Model for Consumer Internet Shopping (2001)Trust, Control, and Risk in Strategic Alliances: An Integrated Framework (2001)The social psychology of organizing (1969)Steps to an Ecology of Mind (1973)The Social Psychology of Organizations. (1979)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)The Nature of the Firm (1937)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)A Resource-Based Theory of the Firm: Knowledge Versus Opportunism (1996)Where Do Interorganizational Networks Come From? (1999)Specification Tests in Econometrics (1978)Firm Resources and Sustained Competitive Advantage (1991)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)Firm resources and sustained competitive advantage (2004)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Qualitative Analysis for Social Scientists (1987)Grounded theory research: Procedures, canons, and evaluative criteria (1990)International Norm Dynamics and Political Change (1998)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Social Cognitive Theory: An Agentic Perspective (2001)Thematic networks: an analytic tool for qualitative research (2001)Strategies for ensuring trustworthiness in qualitative research projects (2004)The qualitative content analysis process (2008)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Social Identity Theory and the Organization (1989)Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective (1995)Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. (2002)Emotional Intelligence, Cognitive Intelligence, and Job Performance (2006)7 Emotion in Organizations (2007)Hidden Connections: The Link Between Board Gender Diversity and Corporate Social Performance (2012)
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References

  • 2017The Discovery of Grounded Theory25,772 cited
  • 1984The Constitution of Society. Outline of the Theory of Structuration21,160 cited
  • 1967The Social Construction of Reality13,820 cited
  • 1987Leadership and Performance beyond Expectations12,412 cited
  • 1989Designing qualitative research9,905 cited
  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 2013Academy of Management Journal4,798 cited
  • 1998Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances3,360 cited
  • 1992Structuring cooperative relationships between organizations2,825 cited
  • 2000Exploring Paradox: Toward a More Comprehensive Guide2,558 cited
  • 1968A Theory of Leadership Effectiveness.2,529 cited
  • 2001An invitation to social construction1,861 cited
  • 1997TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE.1,824 cited
  • 2000Varieties of Discourse: On the Study of Organizations through Discourse Analysis1,652 cited
  • 1989Benchmarking: the search for industry best practices that lead to superior performance1,645 cited

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  • 1989Using Paradox to Build Management and Organization Theories1,504 cited
  • Cited by

    • 2003Cycles of Identity Formation in Interorganizational Collaborations96 cited
    • 2018An Integrative Methodology for Organizational Oppositions: Aligning Grounded Theory and Discourse Analysis93 cited
    • 2021Enabling Rapid Financial Response to Disasters: Knotting and Reknotting Multiple Paradoxes in Interorganizational Systems90 cited
    • 2021One governance theory to rule them all? The case for a paradoxical approach to co-operative governance87 cited
    • 2008Exploring tensions in projectified matrix organisations82 cited
    • 2009Inter‐organizational Power67 cited
    • 2016Exploring Design Principles of Organizing for Collaborative Innovation: The Case of an Open Innovation Initiative64 cited
    • 2009Critical Perspectives on Collaboration60 cited
    • 2009Managing Collaborative Inter‐organizational Relations59 cited
    • 2013Role-play as a pedagogical method to prepare students for practice: The students’ voice58 cited
    • 2007Manifested Attitudes: Intricacies of Inter‐Partner Learning in Collaboration57 cited
    • 2018The Role of a Learning Approach in Building an Interorganizational Network Aiming for Collaborative Innovation49 cited
    • 2016An investigation into the roles of open innovation collaboration managers48 cited
    • 2019How organizational actors live out paradoxical tensions through power relations: The case of a youth prison42 cited
    • 2006Making Sense of Formalization in Interorganizational Relationships: Beyond Coordination and Control42 cited
    • 2018Reflections: Return Paradox to the Wild? Paradox Interventions and Their Implications39 cited