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Visionaries, Managers, and Strategic Direction
14 references·16 citing·45 second hop
Visionaries, Managers, and Strategic Direction (2000)Visionaries, Managers, and Strategic Dire…Benefits of Narrow Business Strategies (2011)Benefits of Narrow Business S…American business, 1920-2000: how it worked (2000)American business, 1920-2000:…Insisting on the impossible: the life of Edwin Land (1999)Insisting on the impossible: …Vision: How leaders develop it, share it, and sustain it (1994)Vision: How leaders develop i…Leadership Style and Incentives (1993)Leadership Style and Incentiv…Doing things rights: A new imperative for middle managers (1993)Doing things rights: A new im…Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research (1991)Intraorganizational Ecology o…The theory of the firm (1987)The theory of the firmThe Strategy Concept I: Five Ps for Strategy (1987)The Strategy Concept I: Five …The Concept of Corporate Strategy (1987)The Concept of Corporate Stra…General Managers in Action (1987)General Managers in ActionThe Optimal Degree of Commitment to an Intermediate Monetary Target (1985)The Optimal Degree of Commitm…A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy (1983)A Model of the Interaction of…Strategy and Structure: Chapters in the History of the American Industrial Enterprise (1962)Strategy and Structure: Chapt…Frame flexibility: The role of cognitive and emotional framing in innovation adoption by incumbent firms (2019)Frame flexibility: The role o…Why Do Firms Have “Purpose”? The Firm's Role as a Carrier of Identity and Reputation (2015)Why Do Firms Have “Purpose”? …The Value of Bosses (2015)The Value of BossesDynamic capabilities and entrepreneurial management in large organizations: Toward a theory of the (entrepreneurial) firm (2015)Dynamic capabilities and entr…The effect of CEO power on bond ratings and yields (2010)The effect of CEO power on bo…On the origin of shared beliefs (and corporate culture) (2010)On the origin of shared belie…Microfoundations of Internal and External Absorptive Capacity Routines (2010)Microfoundations of Internal …Culture Clash: The Costs and Benefits of Homogeneity (2010)Culture Clash: The Costs and …A Theory of Firm Scope* (2010)A Theory of Firm Scope*Leadership and Control System Design (2009)Leadership and Control System…Major Innovation as a Dynamic Capability: A Systems Approach* (2008)Major Innovation as a Dynamic…Ambidexterity as a dynamic capability: Resolving the innovator's dilemma (2008)Ambidexterity as a dynamic ca…Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma (2007)Ambidexterity as a Dynamic Ca…Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)Exploitation, Exploration, an…Strategy as Vector and the Inertia of Coevolutionary Lock-in (2002)Strategy as Vector and the In…Time: A New Research Lens (2001)Time: A New Research LensCompetitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Advantage: Creating and Sustaining Superior Performance (1985)To be different, or to be the same? 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(1983)Core capabilities and core rigidities: A paradox in managing new product development (1992)Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change (1996)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The Discovery of Grounded Theory (2017)The Structure of Scientific Revolutions (1963)The social psychology of organizing (1969)Competition for competence and interpartner learning within international strategic alliances (1991)The Theory of the Growth of the Firm (1995)An Organizational Learning Framework: From Intuition to Institution (1999)The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies (2002)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Dynamic capabilities and strategic management (1997)Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators (2006)The Interplay Between Exploration and Exploitation (2006)Institutional Complexity and Organizational Responses (2011)Research in Organizational Behavior (1984)Flow: the psychology of optimal experience (1990)The Knowledge-Creating Company (1998)Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis (2004)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)Long-Term Contracts, Rational Expectations, and the Optimal Money Supply Rule (1977)A Positive Theory of Monetary Policy in a Natural-Rate Model (1981)Reputation and imperfect information (1982)International Norm Dynamics and Political Change (1998)The Science of Monetary Policy: A New Keynesian Perspective (1999)Varieties of Capitalism (2001)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)A resource‐based view of the firm (1984)The Case Research Strategy in Studies of Information Systems (1987)Introduction: epistemic communities and international policy coordination (1992)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Property Rights and the Nature of the Firm (1990)A Resource-Based Theory of the Firm: Knowledge Versus Opportunism (1996)STRATEGY IN EMERGING ECONOMIES. (2000)
this work references cited by second hop

References

  • 1987The Concept of Corporate Strategy4,092 cited
  • 1985The Optimal Degree of Commitment to an Intermediate Monetary Target3,687 cited
  • 1962Strategy and Structure: Chapters in the History of the American Industrial Enterprise3,242 cited
  • 1991Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research1,470 cited
  • 1987The Strategy Concept I: Five Ps for Strategy1,461 cited
  • 1983A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of Strategy1,032 cited
  • 1987The theory of the firm839 cited
  • 2011Benefits of Narrow Business Strategies238 cited
  • 1993Leadership Style and Incentives229 cited
  • 1994Vision: How leaders develop it, share it, and sustain it100 cited
  • 1987General Managers in Action32 cited
  • 1993Doing things rights: A new imperative for middle managers27 cited
  • 2000American business, 1920-2000: how it worked20 cited
  • 1999Insisting on the impossible: the life of Edwin Land19 cited

Cited by

  • 2003Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited4,388 cited

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

  • 2008Ambidexterity as a dynamic capability: Resolving the innovator's dilemma2,651 cited
  • 2001Time: A New Research Lens879 cited
  • 2015Dynamic capabilities and entrepreneurial management in large organizations: Toward a theory of the (entrepreneurial) firm792 cited
  • 2002Strategy as Vector and the Inertia of Coevolutionary Lock-in769 cited
  • 2010Microfoundations of Internal and External Absorptive Capacity Routines718 cited
  • 2008Major Innovation as a Dynamic Capability: A Systems Approach*416 cited
  • 2007Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma384 cited
  • 2010On the origin of shared beliefs (and corporate culture)252 cited
  • 2010The effect of CEO power on bond ratings and yields251 cited
  • 2019Frame flexibility: The role of cognitive and emotional framing in innovation adoption by incumbent firms241 cited
  • 2015The Value of Bosses237 cited
  • 2010Culture Clash: The Costs and Benefits of Homogeneity232 cited
  • 2009Leadership and Control System Design226 cited
  • 2015Why Do Firms Have “Purpose”? The Firm's Role as a Carrier of Identity and Reputation224 cited
  • 2010A Theory of Firm Scope*222 cited