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Making it happen: How managerial actions enable project-based ambidexterity
16 references·4 citing·41 second hop
Making it happen: How managerial actions enable project-based ambidexterity (2015)Making it happen: How managerial actions …The Coding Manual for Qualitative Researchers (2025)The Coding Manual for Qualita…Case study research: design and methods (2011)Case study research: design a…Qualitative Data Analysis (2008)Qualitative Data AnalysisTheory Building From Cases: Opportunities And Challenges (2007)Theory Building From Cases: O…Critical Incident Technique (2007)Critical Incident TechniqueThe SAGE handbook of qualitative research (2005)The SAGE handbook of qualitat…The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits (1999)The Search-Transfer Problem: …Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness (1997)Social Structure and Competit…Structural Holes: The Social Structure of Competition (1995)Structural Holes: The Social …The Management of Innovation (1994)The Management of InnovationStructural Holes (1992)Structural HolesExploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Building Theories from Case Study Research (1989)Building Theories from Case S…Toward a Model of Organizations as Interpretation Systems (1984)Toward a Model of Organizatio…The Strength of Weak Ties (1973)The Strength of Weak TiesThe critical incident technique. (1954)The critical incident techniq…The neglected role of knowledge assets interplay in the pursuit of organisational ambidexterity (2022)The neglected role of knowled…The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success (2021)The impact of project portfol…Organizational Ambidexterity: A Critical Review and Development of a Project-Focused Definition (2019)Organizational Ambidexterity:…When ‘knowing what’ is not enough: Role of organised simulations for developing effective practice (2017)When ‘knowing what’ is not en…The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)The Evolution of Cooperation (1981)Economic Action and Social Structure: The Problem of Embeddedness (1985)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Social Capital: Prospects for a New Concept (2002)The Psychology of Interpersonal Relations. (1958)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)The Benefits of Facebook “Friends:” Social Capital and College Students’ Use of Online Social Network Sites (2007)The Interpersonal Theory of Psychiatry (2013)Diffusion of Innovations 1 (2019)MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS. (1989)CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems Development (1993)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (1994)Knowledge Specialization, Organizational Coupling, and the Boundaries of the Firm: Why Do Firms Know More than They Make? (2001)Case Study Research (2004)Research Design: Qualitative, Quantitative, and Mixed Methods Approaches (2009)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Case Study Research: Design and Methods (1991)Socioemotional Wealth in Family Firms (2012)Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow (2013)Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal (2018)Using the framework method for the analysis of qualitative data in multi-disciplinary health research (2013)The global landscape of AI ethics guidelines (2019)Conceptual and design thinking for thematic analysis. (2021)Qualitative Research Designs (2007)Sampling Knowledge: The Hermeneutics of Snowball Sampling in Qualitative Research (2008)The Space Between: On Being an Insider-Outsider in Qualitative Research (2009)Value creation in E‐business (2001)Knowing in Practice: Enacting a Collective Capability in Distributed Organizing (2002)Seeking Qualitative Rigor in Inductive Research (2012)How Many Interviews Are Enough? (2005)A General Inductive Approach for Analyzing Qualitative Evaluation Data (2006)The qualitative content analysis process (2008)Social Capital: Its Origins and Applications in Modern Sociology (1998)Birds of a Feather: Homophily in Social Networks (2001)
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References

  • 1973The Strength of Weak Ties40,446 cited
  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 2011Case study research: design and methods21,763 cited
  • 2025The Coding Manual for Qualitative Researchers19,147 cited
  • 1989Building Theories from Case Study Research17,437 cited
  • 2008Qualitative Data Analysis17,372 cited
  • 2007Theory Building From Cases: Opportunities And Challenges16,654 cited
  • 2005The SAGE handbook of qualitative research10,183 cited
  • 1997Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness9,690 cited
  • 1992Structural Holes9,086 cited
  • 1954The critical incident technique.8,184 cited
  • 1995Structural Holes: The Social Structure of Competition7,853 cited
  • 1994The Management of Innovation7,253 cited
  • 1999The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits5,807 cited
  • 2007Critical Incident Technique5,287 cited
  • 1984Toward a Model of Organizations as Interpretation Systems5,019 cited

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Cited by

  • 2021The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success45 cited
  • 2022The neglected role of knowledge assets interplay in the pursuit of organisational ambidexterity45 cited
  • 2019Organizational Ambidexterity: A Critical Review and Development of a Project-Focused Definition42 cited
  • 2017When ‘knowing what’ is not enough: Role of organised simulations for developing effective practice12 cited