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Building Bridges Between Researchers and Practitioners: A Collaborative Approach to Research in Performance Excellence
16 references·2 citing·34 second hop
Building Bridges Between Researchers and Practitioners: A Collaborative Approach to Research in Performance Excellence (2008)Building Bridges Between Researchers and …Leading change: why transformation efforts fail (2009)Leading change: why transform…Building theories from case study research (2009)Building theories from case s…Engaged Scholarship (2007)Engaged ScholarshipKnowledge for Theory and Practice (2006)Knowledge for Theory and Prac…The End of Business Schools? Less Success Than Meets the Eye (2002)The End of Business Schools? …Qualitative Data Analysis: An Expanded Sourcebook (1994)Qualitative Data Analysis: An…Putting the Service-Profit Chain to Work (1994)Putting the Service-Profit Ch…Scholarship Reconsidered: Priorities of the Professoriate (1992)Scholarship Reconsidered: Pri…Corporate Culture and Performance (1992)Corporate Culture and Perform…The fifth discipline, the art and practice of the learning organization (1991)The fifth discipline, the art…Grounded theory research: Procedures, canons, and evaluative criteria (1990)Grounded theory research: Pro…Building Theories from Case Study Research (1989)Building Theories from Case S…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Out of the Crisis (1982)Out of the CrisisThe Case for Qualitative Research (1980)The Case for Qualitative Rese…The impact of World Café on entrepreneurial strategic planning capability (2014)The impact of World Café on e…A Framework for Leading the Transformation to Performance Excellence Part II: CEO Perspectives on Leadership Behaviors, Individual Leader Characteristics, and Organizational Culture (2013)A Framework for Leading the T…The Structure of Scientific Revolutions (1963)The Structure of Scientific Revolutions (1963)Thematic networks: an analytic tool for qualitative research (2001)From the Editors: What Grounded Theory is Not (2006)Theory Building From Cases: Opportunities And Challenges (2007)The Discovery of Grounded Theory (2017)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: Antecedents and Consequences (1993)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)American Economic Review (2019)Three Approaches to Qualitative Content Analysis (2005)Using thematic analysis in psychology (2006)The qualitative content analysis process (2008)Journal of higher education (1996)Trends in Global Higher Education: Tracking an Academic Revolution (2010)Engagement through partnership: students as partners in learning and teaching in higher education (2016)Beyond Accuracy: What Data Quality Means to Data Consumers (1996)Role congruity theory of prejudice toward female leaders. (2002)Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. (2003)The myopia of learning (1993)Psychological Safety and Learning Behavior in Work Teams (1999)Organizational Change: A Review of Theory and Research in the 1990s (1999)2 How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship (2009)Sustainable business model innovation: A review (2018)The qualitative research interview (2011)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)Sensemaking and sensegiving in strategic change initiation (1991)Defining the Family Business by Behavior (1999)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (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)
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References

  • 1994Qualitative Data Analysis: An Expanded Sourcebook48,401 cited
  • 1991The fifth discipline, the art and practice of the learning organization20,050 cited
  • 1989Building Theories from Case Study Research17,437 cited
  • 2009Building theories from case study research11,299 cited
  • 1990Grounded theory research: Procedures, canons, and evaluative criteria11,129 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 1982Out of the Crisis7,278 cited
  • 1992Scholarship Reconsidered: Priorities of the Professoriate6,829 cited
  • 2009Leading change: why transformation efforts fail4,500 cited
  • 1994Putting the Service-Profit Chain to Work3,732 cited
  • 1992Corporate Culture and Performance3,389 cited
  • 2007Engaged Scholarship1,858 cited
  • 2002The End of Business Schools? Less Success Than Meets the Eye1,853 cited
  • 1980The Case for Qualitative Research1,853 cited
  • 2006Knowledge for Theory and Practice

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  • 2014The impact of World Café on entrepreneurial strategic planning capability54 cited
  • 2013A Framework for Leading the Transformation to Performance Excellence Part II: CEO Perspectives on Leadership Behaviors, Individual Leader Characteristics, and Organizational Culture32 cited