Advancing Management Innovation: Synthesizing Processes, Levels of Analysis, and Change Agents

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Boards of Directors' Contribution to Strategy: A Literature Review and Research Agenda

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Clicks vs. Bricks in the Emerging Online Financial Services Industry

Co-Evolution of Firm Capabilities and Industry Competition: Investigating the Music Industry, 1877-1997

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Co-evolution in Strategic Renewal Behaviour of British, Dutch and French Financial Incumbents: Interaction of Environmental Selection, Institutional Effects and Managerial Intentionality*

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Coevolution of Firm Absorptive Capacity and Knowledge Environment: Organizational Forms and Combinative Capabilities

Coevolutionary competence in the realm of corporate longevity: How long-lived firms strategically renew themselves

Complex Incremental Product Innovation in Established Service Firms: A Micro Institutional Perspective

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Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense

Entrepreneurial Orientation and Firm Performance: Drawing Attention to the Senior Team

Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators

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Following the Herd or Not?

scholarly article published in 2001

How firms shape knowledge to explore and exploit: a study of knowledge flows, knowledge stocks and innovative performance across units

Investigating Managers' Exploration and Exploitation Activities: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows

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Investigating the Development of the Internal and External Service Tasks of Non-executive Directors: the case of the Netherlands (1997-2005)

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Management Innovation and Leadership: The Moderating Role of Organizational Size

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Management Innovation: Management as Fertile Ground for Innovation

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Managing Organizational Knowledge Integration in the Emerging Multimedia Complex

Mastering Strategic Renewal

ON THE RELATION BETWEEN INFORMATION TECHNOLOGY AND INTERORGANIZATIONAL COMPETITIVE ADVANTAGE: A COMPETENCE PERSPECTIVE

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Offshoring and firm innovation: The moderating role of top management team attributes

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Offshoring strategy: Motives, functions, locations, and governance modes of small, medium-sized and large firms

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On the Evolution of Trust, Distrust, and Formal Coordination and Control in Interorganizational Relationships

article by Paul W. L. Vlaar et al published August 2007 in Group & Organization Management

Perceived Environmental Dynamism, Relative Competitive Performance, and Top Management Team Heterogeneity: Examining Correlates of Upper Echelons’ Advice-Seeking

Performance Implications of IJV Boards: A Contingency Perspective

Power and Paradigms: The Dutch Response to Pressures for Shareholder Value

Preservation and Dissolution of the Target Firm's Embedded Ties in Acquisitions

Rotterdam or Anywhere: Relocating Corporate HQ

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Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership

Strategic Renewal Over Time: The Enabling Role of Potential Absorptive Capacity in Aligning Internal and External Rates of Change

Strategic Renewal of Europe’s Largest Telecom Operators (1992–2001):

Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Structural differentiation and corporate venturing: The moderating role of formal and informal integration mechanisms

THE IMPACT OF MANAGEMENT CONSULTING FIRMS ON BUILDING AND LEVERAGING CLIENTS’ COMPETENCES

The Changing Landscape of the European Financial Services Sector

The Influence of Top Management Team's Corporate Governance Orientation on Strategic Renewal Trajectories: A Longitudinal Analysis of Royal Dutch Shell plc, 1907-2004

scholarly article by Zenlin Kwee et al published 23 July 2010 in Journal of Management Studies

The Role of Management Innovation in Enabling Technological Process Innovation: An Inter-Organizational Perspective

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The impact of corporate venturing on a firm's competence modes

Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity

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Top Management Team Search and New Knowledge Creation

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

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Towards a Dialectic Perspective on Formalization in Interorganizational Relationships: How Alliance Managers Capitalize on the Duality Inherent in Contracts, Rules and Procedures

Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms

Where Do New Organizational Forms Come From? Management Logics as a Source of Coevolution

article by Marjolijn S. Dijksterhuis et al published October 1999 in Organization Science

Why Do Multinational Corporations Relocate Core Parts of Their Corporate Headquarters Abroad?

Why New Business Development Projects Fail: Coping with the Differences of Technological versus Market Knowledge

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