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How managers' cognitive frames affect the use of process improvement approaches in new product development
16 references·1 citing·51 second hop
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References

  • 1989Building Theories from Case Study Research17,437 cited
  • 2012Seeking Qualitative Rigor in Inductive Research13,176 cited
  • 2003Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited4,379 cited
  • 2002Case research in operations management4,049 cited
  • 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.3,932 cited
  • 2011TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING.3,048 cited
  • 2002Lean manufacturing: context, practice bundles, and performance2,898 cited
  • 2005Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams2,234 cited
  • 1995Managerial and Organizational Cognition: Notes from a Trip Down Memory Lane2,228 cited
  • 2003The relationship between total quality management practices and their effects on firm performance1,895 cited
  • 2004Learning to evolve1,665 cited
  • 1999Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System1,560 cited
  • 2005Resolving the Capability–Rigidity Paradox in New Product Innovation1,511 cited
  • 2002Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries1,460 cited

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2000
The Incumbent's Curse? Incumbency, Size, and Radical Product Innovation
1,326 cited
  • 2014Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames988 cited
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    • 2023Achieving manufacturing supply chain resilience: the role of paradoxical leadership and big data analytics capability26 cited