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Breakdowns in Implementing Models of Organization Change
16 references·16 citing·51 second hopsampled
Breakdowns in Implementing Models of Organization Change (2011)Breakdowns in Implementing Models of Orga…Reconceptualizing Organizational Routines as a Source of Flexibility and Change (2003)Reconceptualizing Organizatio…Institutional Change in Toque Ville: Nouvelle Cuisine as an Identity Movement in French Gastronomy (2003)Institutional Change in Toque…Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change (2000)Rethinking Resistance and Rec…ORGANIZATIONAL CHANGE AND DEVELOPMENT (1999)ORGANIZATIONAL CHANGE AND DEV…Comparative Perspectives on Social Movements (1996)Comparative Perspectives on S…Explaining Development and Change in Organizations (1995)Explaining Development and Ch…A Theory of Structure: Duality, Agency, and Transformation (1992)A Theory of Structure: Dualit…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change (1990)Technological Discontinuities…Theory Construction as Disciplined Imagination (1989)Theory Construction as Discip…Organizational Ecology (1989)Organizational EcologyCentral Problems in the Management of Innovation (1986)Central Problems in the Manag…Judgment under Uncertainty (1982)Judgment under UncertaintyThe Escalation of Commitment To a Course of Action (1981)The Escalation of Commitment …The Population Ecology of Organizations (1977)The Population Ecology of Org…Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action (1976)Knee-deep in the big muddy: a…From ego‐systems to open innovation ecosystems: A process model of inter‐firm openness (2022)From ego‐systems to open inno…Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond) (2021)Thriving on contradiction: To…Overcoming barriers to cross-sector collaboration in circular supply chain management: a multi-method approach (2021)Overcoming barriers to cross-…Strategy implementation: Taking stock and moving forward (2020)Strategy implementation: Taki…Organization Change Failure, Deep Structures and Temporality: Appreciating Wonderland (2020)Organization Change Failure, …Guiding change in higher education: an emergent, iterative application of Kotter’s change model (2020)Guiding change in higher educ…From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation (2020)From Intended to Actual and B…A System Dynamics Model of Resistance to Organizational Change: The Role of Participatory Strategies (2018)A System Dynamics Model of Re…The innovation journey: you can't control it, but you can learn to maneuver it (2016)The innovation journey: you c…Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees (2016)Giving and Making Sense About…Project Management Office Transformations: Direct and Moderating Effects that Enhance Performance and Maturity (2015)Project Management Office Tra…I get by with a little help from my supervisor: Creative-idea generation, idea implementation, and perceived supervisor support (2014)I get by with a little help f…Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service (2013)Project Leadership Influences…Organizational change as practice: a critical analysis (2013)Organizational change as prac…Managing Decision-Making and Cannibalization for Parallel Business Models (2013)Managing Decision-Making and …Governance performance in complex environment: The case of a major transformation in a university hospital (2013)Governance performance in com…The Structure of Scientific Revolutions (1963)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Managerial Fads and Fashions: The Diffusion and Rejection of Innovations (1991)Entry, Exit, Growth, and Innovation over the Product Life Cycle (1996)The Theory of Economic Development (2003)Why is economic geography not an evolutionary science? Towards an evolutionary economic geography (2006)Judgment under Uncertainty: Heuristics and Biases (1975)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Core capabilities and core rigidities: A paradox in managing new product development (1992)The magical number seven, plus or minus two: Some limits on our capacity for processing information. (1994)KNOWLEDGE TRANSFER IN INTRAORGANIZATIONAL NETWORKS: EFFECTS OF NETWORK POSITION AND ABSORPTIVE CAPACITY ON BUSINESS UNIT INNOVATION AND PERFORMANCE. (2001)Diffusion of Innovations 1 (2019)Organizational Learning: The Contributing Processes and the Literatures (1991)The myopia of learning (1993)Sensemaking in Organizations (1996)On Organizational Becoming: Rethinking Organizational Change (2002)Writing Integrative Literature Reviews: Guidelines and Examples (2005)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)The Presentation of Self in Everyday Life. 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(1979)Capitalism, Socialism and Democracy (1997)Strategies for Theorizing from Process Data (1999)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)The Principles of Psychology (1891)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Outline of a Theory of Practice (1977)10 Sociomateriality: Challenging the Separation of Technology, Work and Organization (2008)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)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)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Chance and Necessity (1973)The Strength of Weak Ties (1973)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Technological Discontinuities and Organizational Environments (1986)The Theory of the Growth of the Firm (1995)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Critical Citizens (1999)The New Transnational Activism (2005)THE LOGIC OF CONNECTIVE ACTION (2012)Those Who Understand: Knowledge Growth in Teaching (1986)Perception of Risk (1987)The weirdest people in the world? 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this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1982Judgment under Uncertainty8,238 cited
  • 1977The Population Ecology of Organizations7,614 cited
  • 1992A Theory of Structure: Duality, Agency, and Transformation5,297 cited
  • 2003Reconceptualizing Organizational Routines as a Source of Flexibility and Change4,008 cited
  • 1996Comparative Perspectives on Social Movements3,863 cited
  • 1995Explaining Development and Change in Organizations3,759 cited
  • 1986Central Problems in the Management of Innovation3,748 cited
  • 1990Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change3,240 cited
  • 1999ORGANIZATIONAL CHANGE AND DEVELOPMENT2,825 cited
  • 1989Organizational Ecology2,572 cited
  • 1989Theory Construction as Disciplined Imagination2,154 cited
  • 1976Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action2,065 cited
  • 2000Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change1,869 cited
  • 1981The Escalation of Commitment To a Course of Action1,692 cited

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  • 2003Institutional Change in Toque Ville: Nouvelle Cuisine as an Identity Movement in French Gastronomy1,670 cited
  • Cited by

    • 2021Overcoming barriers to cross-sector collaboration in circular supply chain management: a multi-method approach184 cited
    • 2013Managing Decision-Making and Cannibalization for Parallel Business Models174 cited
    • 2016The innovation journey: you can't control it, but you can learn to maneuver it156 cited
    • 2014I get by with a little help from my supervisor: Creative-idea generation, idea implementation, and perceived supervisor support146 cited
    • 2013Organizational change as practice: a critical analysis114 cited
    • 2020From Intended to Actual and Beyond: A Cross‐Disciplinary View of (Human Resource Management) Implementation98 cited
    • 2020Guiding change in higher education: an emergent, iterative application of Kotter’s change model87 cited
    • 2013Governance performance in complex environment: The case of a major transformation in a university hospital77 cited
    • 2022From ego‐systems to open innovation ecosystems: A process model of inter‐firm openness76 cited
    • 2013Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service63 cited
    • 2020Organization Change Failure, Deep Structures and Temporality: Appreciating Wonderland61 cited
    • 2016Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees59 cited
    • 2015Project Management Office Transformations: Direct and Moderating Effects that Enhance Performance and Maturity59 cited
    • 2020Strategy implementation: Taking stock and moving forward56 cited
    • 2018A System Dynamics Model of Resistance to Organizational Change: The Role of Participatory Strategies49 cited
    • 2021Thriving on contradiction: Toward a dialectical alternative to fit‐based models in strategy (and beyond)49 cited