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Problems and Paradoxes in a Model of Punctuated Organizational Change
16 references·16 citing·39 second hopsampled
Problems and Paradoxes in a Model of Punctuated Organizational Change (1997)Problems and Paradoxes in a Model of Punc…The Study of Congruence in Organizational Behavior Research: Critique and a Proposed Alternative (1994)The Study of Congruence in Or…Sources and Consequences of Competitive Inertia: A Study of the U.S. Airline Industry (1994)Sources and Consequences of C…ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST. (1994)ORGANIZATIONAL TRANSFORMATION…Learning in and about complex systems (1994)Learning in and about complex…Resetting the Clock: The Dynamics of Organizational Change and Failure (1993)Resetting the Clock: The Dyna…ORGANIZATIONAL INERTIA AND MOMENTUM: A DYNAMIC MODEL OF STRATEGIC CHANGE. (1991)ORGANIZATIONAL INERTIA AND MO…Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change (1990)Technological Discontinuities…Organizations: Rational, Natural, and Open Systems (1988)Organizations: Rational, Natu…Large Corporate Failures as Downward Spirals (1988)Large Corporate Failures as D…Measurement of Business Performance in Strategy Research: A Comparison of Approaches (1986)Measurement of Business Perfo…Central Perspectives and Debates in Organization Theory (1983)Central Perspectives and Deba…An Evolutionary Theory of Economic Change. (1983)An Evolutionary Theory of Eco…Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis (1981)Threat Rigidity Effects in Or…Footnotes to Organizational Change (1981)Footnotes to Organizational C…Models of Man. (1959)Models of Man.An American Dilemma: The Negro Problem and Modern Democracy. (1944)An American Dilemma: The Negr…From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions Impacting the Implementation of Radical Change (2014)From Support to Mutiny: Shift…Organizational Path Dependence: A Process View (2011)Organizational Path Dependenc…Capturing Bottom-Up Information Technology Use Processes: A Complex Adaptive Systems Model1 (2011)Capturing Bottom-Up Informati…Unravelling the process from Closed to Open Innovation: evidence from mature, asset‐intensive industries (2010)Unravelling the process from …Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal (2008)Selection Capability: How Cap…What makes a process a capability? Heuristics, strategy, and effective capture of opportunities (2007)What makes a process a capabi…Process thinking in strategic organization (2007)Process thinking in strategic…Information Technology and Organizational Learning: An Investigation of Exploration and Exploitation Processes (2007)Information Technology and Or…When Exploration Backfires: Unintended Consequences of Multilevel Organizational Search (2006)When Exploration Backfires: U…Implementation strategy and performance outcomes in related diversification (2005)Implementation strategy and p…WHEN THE KNOWN DEVIL IS BETTER THAN AN UNKNOWN GOD: AN EMPIRICAL STUDY OF THE ANTECEDENTS AND CONSEQUENCES OF RELAY CEO SUCCESSIONS. 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this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1983An Evolutionary Theory of Economic Change.21,368 cited
  • 1988Organizations: Rational, Natural, and Open Systems5,191 cited
  • 1981Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis3,637 cited
  • 1959Models of Man.3,558 cited
  • 1986Measurement of Business Performance in Strategy Research: A Comparison of Approaches3,502 cited
  • 1990Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change3,240 cited
  • 1944An American Dilemma: The Negro Problem and Modern Democracy.2,016 cited
  • 1994ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST.1,492 cited
  • 1994The Study of Congruence in Organizational Behavior Research: Critique and a Proposed Alternative1,283 cited
  • 1994Learning in and about complex systems1,279 cited
  • 1983Central Perspectives and Debates in Organization Theory1,224 cited
  • 1981Footnotes to Organizational Change1,132 cited
  • 1993Resetting the Clock: The Dynamics of Organizational Change and Failure905 cited
  • 1991ORGANIZATIONAL INERTIA AND MOMENTUM: A DYNAMIC MODEL OF STRATEGIC CHANGE.864 cited
  • 1988Large Corporate Failures as Downward Spirals757 cited

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  • 1994Sources and Consequences of Competitive Inertia: A Study of the U.S. Airline Industry746 cited
  • Cited by

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    • 2007Information Technology and Organizational Learning: An Investigation of Exploration and Exploitation Processes454 cited
    • 2008Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal429 cited
    • 2007Process thinking in strategic organization427 cited
    • 1999Transformational leadership in the context of organizational change407 cited
    • 2011Organizational Path Dependence: A Process View383 cited
    • 2010Unravelling the process from Closed to Open Innovation: evidence from mature, asset‐intensive industries377 cited
    • 2004WHEN THE KNOWN DEVIL IS BETTER THAN AN UNKNOWN GOD: AN EMPIRICAL STUDY OF THE ANTECEDENTS AND CONSEQUENCES OF RELAY CEO SUCCESSIONS.340 cited
    • 2014From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions Impacting the Implementation of Radical Change338 cited
    • 2002A Simulation-Based Approach to Understanding the Dynamics of Innovation Implementation338 cited
    • 2006When Exploration Backfires: Unintended Consequences of Multilevel Organizational Search294 cited
    • 2000A Selective Review of Time Assumptions in Strategy Research279 cited
    • 1999A Punctuated-Equilibrium Model of Technology Diffusion244 cited
    • 2011Capturing Bottom-Up Information Technology Use Processes: A Complex Adaptive Systems Model1231 cited
    • 2003The Role of Knowledge in Resource Allocation to Exploration versus Exploitation in Technologically Oriented Organizations*229 cited
    • 2005Implementation strategy and performance outcomes in related diversification200 cited