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Pandemic, power and paradox: Improvising as the New Normal during the COVID-19 crisis
16 references·0 citing·45 second hop
Pandemic, power and paradox: Improvising as the New Normal during the COVID-19 crisis (2022)Pandemic, power and paradox: Improvising …Improvising resilience: The unfolding of resilient leadership in COVID-19 times (2021)Improvising resilience: The u…Working and Caring at Home: Gender Differences in the Effects of Covid-19 on Paid and Unpaid Labor in Australia (2020)Working and Caring at Home: G…Managing Technological, Sociopolitical, and Institutional Change in the New Normal (2020)Managing Technological, Socio…Leadership, management and command in the time of the Coronavirus (2020)Leadership, management and co…The Dark Side of Organizational Paradoxes: The Dynamics of Disempowerment (2019)The Dark Side of Organization…Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM (2019)Strategic agility through imp…The SAGE Handbook of Process Organization Studies (2016)The SAGE Handbook of Process …Paradox Research in Management Science: Looking Back to Move Forward (2016)Paradox Research in Managemen…Organizational Improvisation: A Consolidating Review and Framework (2014)Organizational Improvisation:…Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing (2011)Toward a Theory of Paradox: A…Time and Organizational Improvisation (2005)Time and Organizational Impro…Management Paradoxes: A Relational View (2002)Management Paradoxes: A Relat…Organizational Improvisation and Learning: A Field Study (2001)Organizational Improvisation …Organizational Improvisation: What, When, How and Why (1999)Organizational Improvisation:…Organizational Improvisation and Organizational Memory (1998)Organizational Improvisation …Introductory Essay—Improvisation as a Mindset for Organizational Analysis (1998)Introductory Essay—Improvisat…Exploration and Exploitation in Organizational Learning (1991)The fifth discipline, the art and practice of the learning organization (1991)The Knowledge-Creating Company (1995)A Matter of Life or Death: How Extreme Context Research Matters for Management and Organization Studies (2017)Leveraging Big Data Analytics to Improve Quality of Care in Healthcare Organizations: A Configurational Perspective (2019)The COVID‐19 Pandemic: What can we learn from past research in organizations and management? 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References

  • 2011Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing1,627 cited
  • 2016Paradox Research in Management Science: Looking Back to Move Forward1,409 cited
  • 1998Organizational Improvisation and Organizational Memory1,247 cited
  • 2001Organizational Improvisation and Learning: A Field Study1,040 cited
  • 1998Introductory Essay—Improvisation as a Mindset for Organizational Analysis1,013 cited
  • 2016The SAGE Handbook of Process Organization Studies629 cited
  • 1999Organizational Improvisation: What, When, How and Why503 cited
  • 2002Management Paradoxes: A Relational View498 cited
  • 2005Time and Organizational Improvisation406 cited
  • 2014Organizational Improvisation: A Consolidating Review and Framework306 cited
  • 2020Managing Technological, Sociopolitical, and Institutional Change in the New Normal294 cited
  • 2019The Dark Side of Organizational Paradoxes: The Dynamics of Disempowerment231 cited
  • 2020Working and Caring at Home: Gender Differences in the Effects of Covid-19 on Paid and Unpaid Labor in Australia198 cited
  • 2019Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM145 cited
  • 2021Improvising resilience: The unfolding of resilient leadership in COVID-19 times

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129 cited
  • 2020Leadership, management and command in the time of the Coronavirus118 cited
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