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Startup Responses to Unexpected Events: The impact of the relative presence of improvisation
16 references·4 citing·50 second hop
Startup Responses to Unexpected Events: The impact of the relative presence of improvisation (2020)Startup Responses to Unexpected Events: T…Thinking about U : Theorizing and testing U ‐ and inverted U ‐shaped relationships in strategy research (2015)Thinking about U : Theorizing…Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow (2013)Process Studies of Change in …The Too-Much-of-a-Good-Thing Effect in Management (2011)The Too-Much-of-a-Good-Thing …Creating Something from Nothing: Resource Construction through Entrepreneurial Bricolage (2005)Creating Something from Nothi…Reconceptualizing Organizational Routines as a Source of Flexibility and Change (2003)Reconceptualizing Organizatio…Improvising firms: bricolage, account giving and improvisational competencies in the founding process (2003)Improvising firms: bricolage,…Knowing in Practice: Enacting a Collective Capability in Distributed Organizing (2002)Knowing in Practice: Enacting…THE STRATEGIC CONTEXT OF EXTERNAL NETWORK TIES: EXAMINING THE IMPACT OF DIRECTOR APPOINTMENTS ON BOARD INVOLVEMENT IN STRATEGIC DECISION MAKING. 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References

  • 1993The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster4,985 cited
  • 2005Creating Something from Nothing: Resource Construction through Entrepreneurial Bricolage4,081 cited
  • 2003Reconceptualizing Organizational Routines as a Source of Flexibility and Change4,008 cited
  • 1997TOWARDS AN ATTENTION-BASED VIEW OF THE FIRM3,812 cited
  • 2001A Temporally Based Framework and Taxonomy of Team Processes3,657 cited
  • 2002Knowing in Practice: Enacting a Collective Capability in Distributed Organizing3,019 cited
  • 1999Organizational Learning: Creating, Retaining and Transferring Knowledge2,941 cited
  • 1974Organization Design: An Information Processing View2,447 cited
  • 2015Thinking about U : Theorizing and testing U ‐ and inverted U ‐shaped relationships in strategy research2,439 cited
  • 2013Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow2,314 cited
  • 1996Improvising Organizational Transformation Over Time: A Situated Change Perspective1,955 cited
  • 1995The Acquisition, Transfer, and Depreciation of Knowledge in Service Organizations: Productivity in Franchises1,455 cited
  • 2001THE STRATEGIC CONTEXT OF EXTERNAL NETWORK TIES: EXAMINING THE IMPACT OF DIRECTOR APPOINTMENTS ON BOARD INVOLVEMENT IN STRATEGIC DECISION MAKING.1,308 cited
  • 1998Organizational Improvisation and Organizational Memory

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1,247 cited
  • 2011The Too-Much-of-a-Good-Thing Effect in Management1,096 cited
  • 2003Improvising firms: bricolage, account giving and improvisational competencies in the founding process1,058 cited
  • Cited by

    • 2022Knowledge management strategies and organizational improvisation: what changed after the emergence of technological turbulence caused by artificial intelligence?48 cited
    • 2022Employees’ Improvisational Behavior: Exploring the Role of Leader Grit and Humility22 cited
    • 2021Strategic improvisation: an introductory conceptual framework19 cited
    • 2022How agency and self‐efficacy moderate the effects of strategic improvisational behaviors on sales performance: Evidence from an emerging market18 cited