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Cited by

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• 2003Organizational Learning Is Essential to Achieving and Sustaining Change in Higher Education174 cited
• 2002Non‐linear change in organizations: organization change management informed by complexity theory172 cited
• 2005Afterword: why language matters in the analysis of organizational change170 cited
• 2008First- and second-order additionality and learning outcomes in collaborative R&D programs123 cited
• 2011How history matters in organisations: The case of path dependence118 cited
• 2011Leadership development: Crisis, opportunities and the leadership concept85 cited
• 2012Do partners in international strategic alliances share resources, costs, and risks?82 cited
• 2020A (Re)view of the Philosophical Foundations of Strategic Management78 cited
• 2006Questions about network dynamics: Characteristics, structures, and interactions71 cited
• 2002Bureaucratic Entrepreneurship and Institutional Change: A Sense-Making Approach65 cited
• 2006Getting value from knowledge management65 cited
• 2007Scenario planning interventions in organizations: An analysis of the causes of success and failure61 cited
• 2011