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Blind faith or hard evidence? Exploring the indirect performance impact of design thinking practices in R&D
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References

  • 1973Dilemmas in a general theory of planning16,531 cited
  • 2017The Use of Cronbach’s Alpha When Developing and Reporting Research Instruments in Science Education12,129 cited
  • 1990Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms8,369 cited
  • 1998Social Capital, Intellectual Capital, and the Organizational Advantage7,110 cited
  • 2007Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box3,773 cited
  • 2005The Influence of Intellectual Capital on the Types of Innovative Capabilities3,665 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE.3,172 cited
  • 2008Do Data Characteristics Change According to the Number of Scale Points Used? An Experiment Using 5-Point, 7-Point and 10-Point Scales2,245 cited
  • 1987New Products: What Separates Winners from Losers?1,313 cited
  • 2009The Design of Business: Why Design Thinking is the Next Competitive Advantage1,252 cited
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  • 2004ON THE VALIDITY OF SUBJECTIVE MEASURES OF COMPANY PERFORMANCE1,117 cited
  • 2014Dynamic Managerial Capabilities1,081 cited
  • 2018Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation

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958 cited
  • 2001How Organizational Resources Affect Strategic Change and Performance in Turbulent Environments: Theory and Evidence759 cited
  • 2005Leadership and organizational learning's role on innovation and performance: Lessons from Spain613 cited
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