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Mitigating the dark side of agile teams: Peer pressure, leaders’ control, and the innovative output of agile teams
16 references·4 citing·45 second hop
Mitigating the dark side of agile teams: Peer pressure, leaders’ control, and the innovative output of agile teams (2021)Mitigating the dark side of agile teams: …Innovation and Creativity in Organizations (2014)Innovation and Creativity in …A Critical Review of Construct Indicators and Measurement Model Misspecification in Marketing and Consumer Research (2003)A Critical Review of Construc…The C-OAR-SE procedure for scale development in marketing (2002)The C-OAR-SE procedure for sc…Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000)Multilevel Theory, Research, …Improving organizational effectiveness through transformational leadership (1995)Improving organizational effe…Tightening the Iron Cage: Concertive Control in Self-Managing Teams (1993)Tightening the Iron Cage: Con…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: The Const…Top management and innovations in banking: Does the composition of the top team make a difference? (1989)Top management and innovation…Self-determination in a work organization. (1989)Self-determination in a work …The support of autonomy and the control of behavior. (1987)The support of autonomy and t…The general causality orientations scale: Self-determination in personality (1985)The general causality orienta…Power/Knowledge: Selected Interviews and Other Writings 1972-1977 (1980)Power/Knowledge: Selected Int…Men and Women of the Corporation (1978)Men and Women of the Corporat…Motivation through the design of work: test of a theory (1976)Motivation through the design…Social Theory and Social Structure. (1969)Social Theory and Social Stru…The human side of innovation management: Bridging the divide between the fields of innovation management and organizational behavior (2022)The human side of innovation …The effects of working agile on team performance and engagement (2022)The effects of working agile …Strategic Practice Drift: How Open Strategy Infiltrates the Strategy Process (2022)Strategic Practice Drift: How…Achieving Agility in High-Reputation Firms: Agile Experimentation Revisited (2021)Achieving Agility in High-Rep…Generalized expectancies for internal versus external control of reinforcement. 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(2004)CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT (2005)Role congruity theory of prejudice toward female leaders. (2002)The Gender and Ethnic Diversity of US Boards and Board Committees and Firm Financial Performance (2010)The Impact of Board Diversity and Gender Composition on Corporate Social Responsibility and Firm Reputation (2010)Culture and Organizations (1980)The Network Structure Of Social Capital (2000)The Emergence and Development of Life Course Theory (2003)
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References

  • 1980Power/Knowledge: Selected Interviews and Other Writings 1972-197722,285 cited
  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1976Motivation through the design of work: test of a theory8,956 cited
  • 1969Social Theory and Social Structure.6,660 cited
  • 1978Men and Women of the Corporation6,352 cited
  • 2003A Critical Review of Construct Indicators and Measurement Model Misspecification in Marketing and Consumer Research5,847 cited
  • 1985The general causality orientations scale: Self-determination in personality5,092 cited
  • 2000Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions4,907 cited
  • 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications4,123 cited
  • 1987The support of autonomy and the control of behavior.3,242 cited
  • 2014Innovation and Creativity in Organizations3,098 cited
  • 1989Top management and innovations in banking: Does the composition of the top team make a difference?2,950 cited
  • 2002The C-OAR-SE procedure for scale development in marketing2,483 cited
  • 1993Tightening the Iron Cage: Concertive Control in Self-Managing Teams2,250 cited
  • 1995

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Improving organizational effectiveness through transformational leadership
2,124 cited
  • 1989Self-determination in a work organization.2,073 cited
  • Cited by

    • 2022The effects of working agile on team performance and engagement52 cited
    • 2022The human side of innovation management: Bridging the divide between the fields of innovation management and organizational behavior47 cited
    • 2022Strategic Practice Drift: How Open Strategy Infiltrates the Strategy Process39 cited
    • 2021Achieving Agility in High-Reputation Firms: Agile Experimentation Revisited36 cited