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Evidence-Based Organizational Change and Development
16 references·0 citing·42 second hop
Evidence-Based Organizational Change and Development (2016)Evidence-Based Organizational Change and …Paradigms Lost and Pragmatism Regained (2007)Paradigms Lost and Pragmatism…Leadership in Organizations (2007)Leadership in OrganizationsTransformational Leadership (2006)Transformational LeadershipIs there Such a thing as “Evidence-Based Management”? (2006)Is there Such a thing as “Evi…Management Research as a Design Science: Articulating the Research Products of Mode 2 Knowledge Production in Management (2005)Management Research as a Desi…The effectiveness of managerial leadership development programs: A meta‐analysis of studies from 1982 to 2001 (2004)The effectiveness of manageri…Managers, not MBA's: a hard look at the soft practice of managing and management development (2004)Managers, not MBA's: a hard l…Management Research Based on the Paradigm of the Design Sciences: The Quest for Field‐Tested and Grounded Technological Rules (2004)Management Research Based on …Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules (2004)Management Research Based on …Cracking the code of change. (2001)Cracking the code of change.Cultural variation of leadership prototypes across 22 European countries (2000)Cultural variation of leaders…Changing roles: Leadership in the 21st century (2000)Changing roles: Leadership in…Replication and Theory Development in Organizational Science: A Critical Realist Perspective (1999)Replication and Theory Develo…The Social Scientific Study of Leadership: Quo Vadis? (1997)The Social Scientific Study o…The Structure of Scientific Revolutions (1996)The Structure of Scientific R…IMPOSED ETICS—EMICS—DERIVED ETICS: THE OPERATIONALIZATION OF A COMPELLING IDEA (1989)IMPOSED ETICS—EMICS—DERIVED E…The End of Business Schools? Less Success Than Meets the Eye (2002)Stakeholder Theory: The State of the Art (2010)Building Theory about Theory Building: What Constitutes a Theoretical Contribution? (2011)Shades of Grey: Guidelines for Working with the Grey Literature in Systematic Reviews for Management and Organizational Studies (2016)Culture's Consequences: International Differences in Work-Related Values (1981)Culture's Consequences: International Differences in Work-Related Values. (1983)Culture and the Self: Implications for Cognition, Emotion, and Motivation (1991)Personality and leadership: A qualitative and quantitative review. (2002)The effects of leader and follower emotional intelligence on performance and attitude (2002)Ethical leadership: A social learning perspective for construct development and testing (2005)An Assessment of the Scientific Merits of Action Research (1978)Building Theories from Case Study Research (1989)MANAGEMENT FASHION (1996)Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review (2003)The Anatomy of a Design Theory (2007)Action Design Research1 (2011)Social Learning Theory. (1978)The Reflective Practitioner: How Professionals Think in Action (1985)The Tipping Point: How Little Things Can Make a Big Difference (2004)Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory (2007)Transfer of Training: A Meta-Analytic Review (2009)How can corporate social responsibility activities create value for stakeholders? A systematic review (2010)Naturalistic inquiry (1985)The Practice of Social Research (1989)Qualitative inquiry and research design: choosing among five traditions. (1998)Doing Mixed Methods Research Pragmatically: Implications for the Rediscovery of Pragmatism as a Research Paradigm (2009)The Power of Constructivist Grounded Theory for Critical Inquiry (2016)Journal article reporting standards for qualitative primary, qualitative meta-analytic, and mixed methods research in psychology: The APA Publications and Communications Board task force report. (2018)The Structure of Scientific Revolutions (1963)Bridging Practice and Theory: A Design Science Approach (2009)The Interpretation of Cultures (2017)Design science in information systems research (2004)Design Science in Information Systems Research1 (2004)A framework of sustainable supply chain management: moving toward new theory (2008)Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 (2005)Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions (2007)How leaders influence organizational effectiveness (2008)Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams (2006)A framework for examining leadership in extreme contexts (2009)Ethics, character, and authentic transformational leadership behavior (1999)Leadership Behavior and Employee Voice: Is the Door Really Open? (2007)Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis (2016)
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References

  • 1996The Structure of Scientific Revolutions7,278 cited
  • 2006Transformational Leadership4,799 cited
  • 2007Paradigms Lost and Pragmatism Regained2,517 cited
  • 1997The Social Scientific Study of Leadership: Quo Vadis?1,811 cited
  • 2004Managers, not MBA's: a hard look at the soft practice of managing and management development1,519 cited
  • 2004Management Research Based on the Paradigm of the Design Sciences: The Quest for Field‐Tested and Grounded Technological Rules1,307 cited
  • 2001Cracking the code of change.1,181 cited
  • 2006Is there Such a thing as “Evidence-Based Management”?967 cited
  • 2004Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules866 cited
  • 2007Leadership in Organizations863 cited
  • 1999Replication and Theory Development in Organizational Science: A Critical Realist Perspective822 cited
  • 2005Management Research as a Design Science: Articulating the Research Products of Mode 2 Knowledge Production in Management744 cited
  • 1989IMPOSED ETICS—EMICS—DERIVED ETICS: THE OPERATIONALIZATION OF A COMPELLING IDEA613 cited
  • 2000Changing roles: Leadership in the 21st century520 cited
  • 2004The effectiveness of managerial leadership development programs: A meta‐analysis of studies from 1982 to 2001

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506 cited
  • 2000Cultural variation of leadership prototypes across 22 European countries484 cited
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