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Cited by

• 2007Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations3,452 cited
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• 2004More than network structure: how knowledge heterogeneity influences managerial performance and innovativeness1,334 cited
• 2004Kurt Lewin and the Planned Approach to Change: A Re‐appraisal1,122 cited
• 2001THE INCIDENT COMMAND SYSTEM: HIGH-RELIABILITY ORGANIZING FOR COMPLEX AND VOLATILE TASK ENVIRONMENTS.1,041 cited
• 2006Strategic decision‐making: Process perspectives424 cited
• 2010Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity349 cited
• 2004Influence-based leadership as a determinant of the inclination to innovate and of innovation-related behaviors327 cited
• 2007Strategic bullying as a supplementary, balanced perspective on destructive leadership299 cited
• 2012Destination collaboration: A critical review of theoretical approaches to a multi-dimensional phenomenon299 cited
• 2002Toward a political theory of leadership288 cited
• 2007Understanding e-Government project trajectories from an actor-network perspective259 cited
• 2012Stakeholder–firm power difference, stakeholders' CSR orientation, and SMEs' environmental performance in China257 cited