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Bridging cognitive scripts in multidisciplinary academic spinoff teams: A process perspective on how academics learn to work with non-academic managers
16 references·3 citing·43 second hop
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References

  • 2000An Integrative Theory of Intergroup Conflict12,493 cited
  • 1987Rediscovering the Social Group: A Self‐Categorization Theory8,091 cited
  • 1978Differentiation between social groups: Studies in the social psychology of intergroup relations.5,009 cited
  • 2007Methodological fit in management field research3,236 cited
  • 2013Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow2,314 cited
  • 2002Assessing the impact of organizational practices on the relative productivity of university technology transfer offices: an exploratory study1,709 cited
  • 2007Optimal cognitive distance and absorptive capacity1,403 cited
  • 2005The Process of Entrepreneurial Learning: A Conceptual Framework1,366 cited
  • 2005Toward a Dynamic Learning Perspective of Entrepreneurship1,288 cited
  • 2016Grand Challenges and Inductive Methods: Rigor without Rigor Mortis1,137 cited
  • 2003Critical junctures in the development of university high-tech spinout companies1,059 cited
  • 2021What is the Eisenhardt Method, really?777 cited
  • 2004Spinning out new ventures: a typology of incubation strategies from European research institutions773 cited
  • 2009Academics or entrepreneurs? Investigating role identity modification of university scientists involved in commercialization activity

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655 cited
  • 2007Representational gaps, information processing, and conflict in functionally diverse teams648 cited
  • 2011What motivates academic scientists to engage in research commercialization: ‘Gold’, ‘ribbon’ or ‘puzzle’?554 cited
  • Cited by

    • 2023Coming Apart While Scaling Up – Adoption of Logics and the Fragmentation of Organizational Identity in Science‐Based Ventures32 cited
    • 2025Embracing duality in academic spin‐offs: A systematic review and agenda for future research12 cited
    • 2025Managing multi-stakeholder co-creation to address grand challenges: The role of paradox management capabilities8 cited