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The Silent Killers of Strategic Change in a VUCA World
16 references·0 citing·48 second hop
The Silent Killers of Strategic Change in a VUCA World (2025)The Silent Killers of Strategic Change in…Business models and dynamic capabilities (2017)Business models and dynamic c…What a difference a word makes: Understanding threats to performance in a VUCA world (2014)What a difference a word make…Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes (2014)Dynamic Decision Making: A Mo…Organizational Ambidexterity in Action: How Managers Explore and Exploit (2011)Organizational Ambidexterity …Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work (2011)Implicit Voice Theories: Take…How leaders influence organizational effectiveness (2008)How leaders influence organiz…Ambidexterity as a dynamic capability: Resolving the innovator's dilemma (2008)Ambidexterity as a dynamic ca…Good to great: why some companies make the leap, and others don't (2002)Good to great: why some compa…Organizational Silence: A Barrier to Change and Development in a Pluralistic World (2000)Organizational Silence: A Bar…Not So Different After All: A Cross-Discipline View Of Trust (1998)Not So Different After All: A…The balanced scorecard: Translating strategy into action (1997)The balanced scorecard: Trans…Organizational Learning: A Theory of Action Perspective (1997)Organizational Learning: A Th…Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change (1993)Knowledge for Action: A Guide…Organization Design: An Information Processing View (1974)Organization Design: An Infor…Differentiation and Integration in Complex Organizations (1967)Differentiation and Integrati…Frontiers in Group Dynamics (1947)Frontiers in Group DynamicsModels of Man. 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(And Other Quarrels): A Meta-Analysis Of Institutional Theories Of Organization (2009)The structural reshaping of globalization: Implications for strategic sectors, profiting from innovation, and the multinational enterprise (2019)Rethinking teacher education in a VUCA world: student teachers’ social-emotional competencies during the Covid-19 crisis (2020)How can SMEs successfully navigate VUCA environment: The role of agility in the digital transformation era (2021)The DeLone and McLean Model of Information Systems Success: A Ten-Year Update (2003)A Strategic Framework for Customer Relationship Management (2005)Measuring Organizational Performance: Towards Methodological Best Practice (2009)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Psychological Safety and Learning Behavior in Work Teams (1999)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)
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References

  • 1997Organizational Learning: A Theory of Action Perspective11,111 cited
  • 1998Not So Different After All: A Cross-Discipline View Of Trust10,332 cited
  • 1997The balanced scorecard: Translating strategy into action8,199 cited
  • 2017Business models and dynamic capabilities4,475 cited
  • 1967Differentiation and Integration in Complex Organizations3,980 cited
  • 1947Frontiers in Group Dynamics3,672 cited
  • 2000Organizational Silence: A Barrier to Change and Development in a Pluralistic World2,851 cited
  • 2008Ambidexterity as a dynamic capability: Resolving the innovator's dilemma2,651 cited
  • 1974Organization Design: An Information Processing View2,539 cited
  • 2014What a difference a word makes: Understanding threats to performance in a VUCA world1,477 cited
  • 2002Good to great: why some companies make the leap, and others don't1,313 cited
  • 1993Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change1,197 cited
  • 2011Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work1,026 cited
  • 2008How leaders influence organizational effectiveness769 cited
  • 2014Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes

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707 cited
  • 2011Organizational Ambidexterity in Action: How Managers Explore and Exploit687 cited
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