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Unlocking the relationship between ambidextrous leadership style and HRM practices in knowledge-intensive SMES
16 references·0 citing·40 second hop
Unlocking the relationship between ambidextrous leadership style and HRM practices in knowledge-intensive SMES (2024)Unlocking the relationship between ambide…Dynamic Capabilities and Organizational Agility: Risk, Uncertainty, and Strategy in the Innovation Economy (2016)Dynamic Capabilities and Orga…Seeking Qualitative Rigor in Inductive Research (2012)Seeking Qualitative Rigor in …Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership (2011)Explaining the heterogeneity …Research and theory on high‐performance work systems: progressing the high‐involvement stream (2008)Research and theory on high‐p…Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)Organizational Ambidexterity:…Ambidexterity as a dynamic capability: Resolving the innovator's dilemma (2008)Ambidexterity as a dynamic ca…Theory Building From Cases: Opportunities And Challenges (2007)Theory Building From Cases: O…How leaders influence employees' innovative behaviour (2007)How leaders influence employe…Constructing mystery: Empirical matters in theory development (2007)Constructing mystery: Empiric…Evaluation of unsupervised semantic mapping of natural language with Leximancer concept mapping (2006)Evaluation of unsupervised se…Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration (2006)Ambidexterity and Performance…Systematic combining: an abductive approach to case research (2002)Systematic combining: an abdu…Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Social Capital, Intellectual …Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change (1996)Ambidextrous Organizations: M…Organizational culture. (1990)Organizational culture.Building Theories from Case Study Research (1989)Building Theories from Case S…The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Naturalistic inquiry (1985)Basics of qualitative research : techniques and procedures for developing grounded theory (1998)Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow (2013)Digital transformation by SME entrepreneurs: A capability perspective (2017)Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal (2018)Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research (1991)ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST. (1994)Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry (1995)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Business Model Innovation: Opportunities and Barriers (2009)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Case Study Research: Design and Methods (1984)Case Study Research: Design and Methods (1991)Using case methods in the study of contemporary business networks (2004)Critical realism in case study research (2009)Research Methods in Business Studies (2020)The Structure of Scientific Revolutions (1963)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)The Use of Partial Least Squares Structural Equation Modeling in Strategic Management Research: A Review of Past Practices and Recommendations for Future Applications (2012)Organizational Ambidexterity: Past, Present, and Future (2013)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Socioemotional Wealth in Family Firms (2012)Sensemaking in Organizations (1996)Dynamic capabilities: what are they? (2000)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Dynamic capabilities as (workable) management systems theory (2018)Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation (2018)Identifying Digital Transformation Paths in the Business Model of SMEs during the COVID-19 Pandemic (2020)Dynamic capabilities and strategic management (1997)Thinking about U : Theorizing and testing U ‐ and inverted U ‐shaped relationships in strategy research (2015)Value creation in E‐business (2001)Knowing in Practice: Enacting a Collective Capability in Distributed Organizing (2002)Social capital, knowledge acquisition, and knowledge exploitation in young technology‐based firms (2001)Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 (2005)Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice1 (2005)The Antecedents of Deinstitutionalization (1992)The Social Side of Creativity: A Static and Dynamic Social Network Perspective (2003)Toward a theory of spiritual leadership (2003)
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References

  • 1989Building Theories from Case Study Research17,437 cited
  • 2007Theory Building From Cases: Opportunities And Challenges16,654 cited
  • 2012Seeking Qualitative Rigor in Inductive Research13,176 cited
  • 1998Social Capital, Intellectual Capital, and the Organizational Advantage7,110 cited
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  • 2006Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration2,133 cited
  • 2007How leaders influence employees' innovative behaviour1,398 cited
  • 2007Constructing mystery: Empirical matters in theory development1,324 cited
  • 2006Evaluation of unsupervised semantic mapping of natural language with Leximancer concept mapping1,205 cited
  • 2011

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Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership
1,170 cited
  • 2008Research and theory on high‐performance work systems: progressing the high‐involvement stream1,021 cited
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