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Creative Destruction: Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them
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  • 2008Framing Contests: Strategy Making Under Uncertainty1,184 cited
  • 2001Time: A New Research Lens870 cited
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  • 2014Paradox as a Metatheoretical Perspective585 cited
  • 2009Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work550 cited
  • 2002Management Paradoxes: A Relational View498 cited
  • 2017The Human Capital Hoax: Work, Debt and Insecurity in the Era of Uberization473 cited
  • 2008Innovation's Effect on Firm Value and Risk: Insights from Consumer Packaged Goods461 cited
  • 2007The contrasting interaction effects of improvisational behavior with entrepreneurial self-efficacy on new venture performance and entrepreneur work satisfaction431 cited
  • 2006Decomposing Product Innovativeness and Its Effects on New Product Success422 cited
  • 2002Sustained Competitive Advantage: Temporal Dynamics and the Incidence and Persistence of Superior Economic Performance419 cited
  • 2008Major Innovation as a Dynamic Capability: A Systems Approach*397 cited
  • 2009Perspective —The Interdependence of Private and Public Interests352 cited
  • 2010Organizational designs and innovation streams338 cited

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  • 2010‘Being yourself ’ in the electronic sweatshop: New forms of normative control302 cited
  • 2009“Just be yourself!”261 cited