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How performance measurement systems enable or hinder organizational ambidexterity
16 references·0 citing·46 second hopsampled
How performance measurement systems enable or hinder organizational ambidexterity (2024)How performance measurement systems enabl…Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers (2015)Qualitative Case Study Method…Validity and generalization in future case study evaluations (2013)Validity and generalization i…Seeking Qualitative Rigor in Inductive Research (2012)Seeking Qualitative Rigor in …TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)TOWARD A THEORY OF PARADOX: A…Qualitative case studies in operations management: Trends, research outcomes, and future research implications (2010)Qualitative case studies in o…Exploration and Exploitation Within and Across Organizations (2010)Exploration and Exploitation …Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects (2009)Unpacking Organizational Ambi…Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2009)Structural Differentiation an…Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation (2008)Exploitation-Exploration Tens…The Interplay Between Exploration and Exploitation (2006)The Interplay Between Explora…Management control systems and strategy: A resource-based perspective (2005)Management control systems an…The effects of the interactive use of management control systems on product innovation (2004)The effects of the interactiv…THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)THE ANTECEDENTS, CONSEQUENCES…Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study (2004)Integrative strategic perform…Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System (1999)Flexibility Versus Efficiency…How new top managers use control systems as levers of strategic renewal (1994)How new top managers use cont…A Coefficient of Agreement for Nominal Scales (1960)The Discovery of Grounded Theory: Strategies for Qualitative Research. 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References

  • 2012Seeking Qualitative Rigor in Inductive Research13,176 cited
  • 2015Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers7,563 cited
  • 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.3,932 cited
  • 2006The Interplay Between Exploration and Exploitation3,239 cited
  • 2011TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING.3,048 cited
  • 2008Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation2,188 cited
  • 2010Exploration and Exploitation Within and Across Organizations1,654 cited
  • 1999Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System1,560 cited
  • 2009Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects1,455 cited
  • 2013Validity and generalization in future case study evaluations1,436 cited
  • 2010Qualitative case studies in operations management: Trends, research outcomes, and future research implications1,292 cited
  • 2005Management control systems and strategy: A resource-based perspective1,192 cited
  • 1994How new top managers use control systems as levers of strategic renewal1,068 cited
  • 2009Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

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1,028 cited
  • 2004The effects of the interactive use of management control systems on product innovation973 cited
  • 2004Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study971 cited
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