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Cited by

• 2003Strategic foresight in a high-speed environment100 cited
• 2001Leadership ambiguity in universities and K–12 schools and the limits of contemporary leadership theory75 cited
• 2001Meaning to change: how diverse stakeholders interpret organizational communication about change initiatives61 cited
• 2017How much and when to innovate56 cited
• 2018Measuring the Behavioral Properties of Commitment and Resistance to Organizational Change40 cited
• 2006The Characteristics of a High Performance Organisation38 cited
• 2009An exploration of marketing tactics for turbulent environments28 cited
• 2008Management Actions, Attitudes to Change and Perceptions of the External Environment: A Complexity Theory Approach25 cited
• 2012Resistance to change in Indian, Chinese and Estonian organizations25 cited
• 2021Leading in a VUCA World22 cited
• 2007A marketing mix model for a complex and turbulent environment17 cited
• 2003An investigation into how marketers cope with an environment of high complexity and turbulence, with special reference to the South African environment.13 cited
• 2009Changing public service values: limits of fundamental reform and rhetoric11 cited
• 2013The Configuration of Entrepreneurial Strategy in Chinese Small Textile Manufacturing Firms