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Cited by

• 2011Rational heuristics: the ‘simple rules’ that strategists learn from process experience829 cited
• 2002Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility761 cited
• 2010CROSSROADS—Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments759 cited
• 2006What to do next? The case for non‐predictive strategy726 cited
• 2009Dynamic Capabilities: Current Debates and Future Directions698 cited
• 2005From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking696 cited
• 2008Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management635 cited
• 2003Knowledge‐enabled customer relationship management: integrating customer relationship management and knowledge management concepts[1]491 cited
• 2008Major Innovation as a Dynamic Capability: A Systems Approach*397 cited
• 2002Workforce Agility: The New Employee Strategy for the Knowledge Economy371 cited
• 2006New Product Development as a Complex Adaptive System of Decisions349 cited
• 2016Is that an opportunity? An attention model of top managers' opportunity beliefs for strategic action332 cited
• 2020Balancing innovation and exploitation in the fourth industrial revolution: Role of intellectual capital and technology absorptive capacity