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Breaking a Path by Creating a New One: How Organizational Change Boosts Children’s Cancer Care
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References

  • 1968The Discovery of Grounded Theory; Strategies for Qualitative Research39,440 cited
  • 1990Institutions, Institutional Change and Economic Performance32,644 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 2000Increasing Returns, Path Dependence, and the Study of Politics8,080 cited
  • 1989Competing Technologies, Increasing Returns, and Lock-In by Historical Events7,487 cited
  • 1984Structural Inertia and Organizational Change7,243 cited
  • 1979Mixing Qualitative and Quantitative Methods: Triangulation in Action7,082 cited
  • 1999Strategies for Theorizing from Process Data7,011 cited
  • 1994Increasing Returns and Path Dependence in the Economy4,544 cited
  • 1990Longitudinal Field Research on Change: Theory and Practice4,219 cited
  • 2003Reconceptualizing Organizational Routines as a Source of Flexibility and Change4,008 cited
  • 1997Manifesto for a Relational Sociology3,825 cited
  • 2004Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries3,097 cited
  • 1971The Epidemiologic Transition: A Theory of the Epidemiology of Population Change2,893 cited
  • 2006Path dependence and regional economic evolution

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2,433 cited
  • 2000Organizational Routines as a Source of Continuous Change1,968 cited
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