-
1
-
-
84879752970
-
Arriving at the starting line: The impact of community and financial logics on new banking ventures
-
Almandoz, J. (2012). Arriving at the starting line: The impact of community and financial logics on new banking ventures. Academy of Management Journal, 55(6), 1381–1406
-
(2012)
Academy of Management Journal
, vol.55
, Issue.6
, pp. 1381-1406
-
-
Almandoz, J.1
-
2
-
-
70350026388
-
Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation
-
Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696–717.
-
(2009)
Organization Science
, vol.20
, Issue.4
, pp. 696-717
-
-
Andriopoulos, C.1
Lewis, M.W.2
-
3
-
-
33745667307
-
Crafting legitimation projects: An institutional analysis of private education businesses
-
Aurini, J. (2006). Crafting legitimation projects: An institutional analysis of private education businesses. Sociological Forum, 21(1), 83–111.
-
(2006)
Sociological Forum
, vol.21
, Issue.1
, pp. 83-111
-
-
Aurini, J.1
-
4
-
-
58149478657
-
Coalface institutionalism
-
R. Greenwood, C. Oliver, K. Sahlin & R. Suddaby (Eds.), (pp. , London: Sage
-
Barley, S. R. (2008). Coalface institutionalism. In R. Greenwood, C. Oliver, K. Sahlin & R. Suddaby (Eds.), The SAGE handbook of organizational institutionalism (pp. 490–515). London: Sage.
-
(2008)
The SAGE Handbook of Organizational Institutionalism
, pp. 490-515
-
-
Barley, S.R.1
-
5
-
-
77955687685
-
Building sustainable hybrid organizations: The case of commercial microfinance organizations
-
Battilana, J., & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53(6), 1419– 1440.
-
(2010)
Academy of Management Journal
, vol.53
, Issue.6
, pp. 1419-1440
-
-
Battilana, J.1
Dorado, S.2
-
6
-
-
0037391031
-
Exploitation, exploration, and process management: The productivity dilemma revisited
-
Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28(2), 238–256.
-
(2003)
Academy of Management Review
, vol.28
, Issue.2
, pp. 238-256
-
-
Benner, M.J.1
Tushman, M.L.2
-
7
-
-
36549088253
-
For love and money: Organizations’ creative responses to multiple environmental logics
-
Binder, A. (2007). For love and money: Organizations’ creative responses to multiple environmental logics. Theory & Society, 36(6), 547–571.
-
(2007)
Theory & Society
, vol.36
, Issue.6
, pp. 547-571
-
-
Binder, A.1
-
8
-
-
3843067511
-
Building ambidexterity into an organization
-
Birkinshaw, J., & Gibson, C. B. (2004). Building ambidexterity into an organization. MIT Sloan Management Review, 45(4), 47–55.
-
(2004)
MIT Sloan Management Review
, vol.45
, Issue.4
, pp. 47-55
-
-
Birkinshaw, J.1
Gibson, C.B.2
-
9
-
-
77956905499
-
A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity
-
Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2(3), 305–337.
-
(2009)
Industrial and Organizational Psychology
, vol.2
, Issue.3
, pp. 305-337
-
-
Bledow, R.1
Frese, M.2
Anderson, N.3
Erez, M.4
Farr, J.5
-
11
-
-
0036625175
-
Strategy as vector and inertia as coevolutionary lock-in
-
Burgelman, R. A. (2002). Strategy as vector and inertia as coevolutionary lock-in. Administrative Science Quarterly, 47, 325–357.
-
(2002)
Administrative Science Quarterly
, vol.47
, pp. 325-357
-
-
Burgelman, R.A.1
-
12
-
-
0036638032
-
A pragmatic view of knowledge and boundaries: Boundary objects in new product development
-
Carlile, P. R. (2002). A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization Science, 13(4), 442–455.
-
(2002)
Organization Science
, vol.13
, Issue.4
, pp. 442-455
-
-
Carlile, P.R.1
-
13
-
-
61549108321
-
How top management team behavioral integration and behavioural complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity
-
Carmeli, A., & Halevi, M. Y. (2009). How top management team behavioral integration and behavioural complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20(2), 207–218.
-
(2009)
The Leadership Quarterly
, vol.20
, Issue.2
, pp. 207-218
-
-
Carmeli, A.1
Halevi, M.Y.2
-
15
-
-
84949796769
-
-
Thousand Oaks, CA: Sage
-
Clegg, S. R., Courpasson, D., & Phillips, N. (2006). Power and organizations. Thousand Oaks, CA: Sage.
-
(2006)
Power and Organizations
-
-
Clegg, S.R.1
Courpasson, D.2
Phillips, N.3
-
16
-
-
0033422311
-
Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing
-
Cook, S., & Brown, J. (1999). Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organization Science, 10(4), 381–400.
-
(1999)
Organization Science
, vol.10
, Issue.4
, pp. 381-400
-
-
Cook, S.1
Brown, J.2
-
17
-
-
0036745576
-
Clothes make the person? The tailoring of legitimating accounts and the social construction of identity
-
Creed, W. E. D., Scully, M. A., & Austin, J. R. (2002). Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organizational Science, 13(5), 475–496.
-
(2002)
Organizational Science
, vol.13
, Issue.5
, pp. 475-496
-
-
Creed, W.E.D.1
Scully, M.A.2
Austin, J.R.3
-
18
-
-
40849145612
-
Challenging conventions: Roles and processes during nonisomorphic institutional change
-
Delbridge, R., & Edwards, T. (2008). Challenging conventions: Roles and processes during nonisomorphic institutional change. Human Relations, 61(3), 299–325.
-
(2008)
Human Relations
, vol.61
, Issue.3
, pp. 299-325
-
-
Delbridge, R.1
Edwards, T.2
-
19
-
-
33750996155
-
Streams of inconsistent institutional influences: Middle managers as carriers of multiple identities
-
Delmestri, G. (2006). Streams of inconsistent institutional influences: Middle managers as carriers of multiple identities. Human Relations, 59(11), 1515–1541.
-
(2006)
Human Relations
, vol.59
, Issue.11
, pp. 1515-1541
-
-
Delmestri, G.1
-
20
-
-
33846644028
-
Strategizing in pluralistic contexts: Rethinking theoretical frames
-
Denis, J. L., Langley, A., & Rouleau, L. (2007). Strategizing in pluralistic contexts: Rethinking theoretical frames. Human Relations, 60(1), 179–215.
-
(2007)
Human Relations
, vol.60
, Issue.1
, pp. 179-215
-
-
Denis, J.L.1
Langley, A.2
Rouleau, L.3
-
23
-
-
84896235983
-
Conclusion: Globalization as a double process of institutional change and institution building
-
M. L. Djelic & S. Quack (Eds.), (pp. , Cheltenham: Edward Elgar
-
Djelic, M.-L., & Quack, S. (2003). Conclusion: Globalization as a double process of institutional change and institution building. In M. L. Djelic & S. Quack (Eds.), Globalization and institutions (pp. 302–334). Cheltenham: Edward Elgar.
-
(2003)
Globalization and Institutions
, pp. 302-334
-
-
Djelic, M.-L.1
Quack, S.2
-
24
-
-
77954252202
-
Institutional logics and institutional pluralism: The contestation of care and science logics in medical education, 1967–2005
-
Dunn, M. B., & Jones, C. (2010). Institutional logics and institutional pluralism: The contestation of care and science logics in medical education, 1967–2005. Administrative Science Quarterly, 55(1), 114–149.
-
(2010)
Administrative Science Quarterly
, vol.55
, Issue.1
, pp. 114-149
-
-
Dunn, M.B.1
Jones, C.2
-
25
-
-
0026230230
-
Isomorphism and external support in conflicting institutional environments: The case of drug abuse treatment units
-
D’Aunno, T., Sutton, R. I., & Price, R. N. (1991). Isomorphism and external support in conflicting institutional environments: The case of drug abuse treatment units. Academy of Management Journal, 34(3), 636–661.
-
(1991)
Academy of Management Journal
, vol.34
, Issue.3
, pp. 636-661
-
-
D’Aunno, T.1
Sutton, R.I.2
Price, R.N.3
-
26
-
-
79953247168
-
Why do academics engage with industry? The entrepreneurial university and individual motivations
-
D’Este, P., & Perkmann, M. (2011). Why do academics engage with industry? The entrepreneurial university and individual motivations. Journal of Technology Transfer, 36(3), 316–339.
-
(2011)
Journal of Technology Transfer
, vol.36
, Issue.3
, pp. 316-339
-
-
D’Este, P.1
Perkmann, M.2
-
27
-
-
0000094797
-
Legal ambiguity and symbolic structures: Organizational mediation of civil rights law
-
Edelman, L. B. (1992). Legal ambiguity and symbolic structures: Organizational mediation of civil rights law. American Journal of Sociology, 97(6), 1531–1576.
-
(1992)
American Journal of Sociology
, vol.97
, Issue.6
, pp. 1531-1576
-
-
Edelman, L.B.1
-
28
-
-
0002464333
-
Bringing society back in: Symbols, practices and institutional contradictions
-
W. W. Powell & P. DiMaggio (Eds.), (pp., Chicago, IL: University of Chicago Press
-
Friedland, R., & Alford, R. R. (1991). Bringing society back in: Symbols, practices and institutional contradictions. In W. W. Powell & P. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 232–263). Chicago, IL: University of Chicago Press.
-
(1991)
The New Institutionalism in Organizational Analysis
, pp. 232-263
-
-
Friedland, R.1
Alford, R.R.2
-
29
-
-
84902802322
-
-
forthcoming, Organizations & Society
-
Gabbioneta, C., Greenwood, R., Mazzola, P., & Minoja, M. (forthcoming). The influence of the institutional context on corporate illegality. Accounting, Organizations & Society.
-
The Influence of the Institutional Context on Corporate Illegality. Accounting
-
-
Gabbioneta, C.1
Greenwood, R.2
Mazzola, P.3
Minoja, M.4
-
30
-
-
0036003226
-
Institutional entrepreneurship in the sponsorship of common technological standards: The case of Sun Microsystems and Java
-
Garud, R., Jain, S., & Kumaraswamy, A. (2002). Institutional entrepreneurship in the sponsorship of common technological standards: The case of Sun Microsystems and Java. Academy of Management Journal, 45(1), 196–214.
-
(2002)
Academy of Management Journal
, vol.45
, Issue.1
, pp. 196-214
-
-
Garud, R.1
Jain, S.2
Kumaraswamy, A.3
-
31
-
-
3042530824
-
The antecedents, consequences, and mediating role of organizational ambidexterity
-
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. The Academy of Management Journal, 47(2), 209–226.
-
(2004)
The Academy of Management Journal
, vol.47
, Issue.2
, pp. 209-226
-
-
Gibson, C.B.1
Birkinshaw, J.2
-
33
-
-
79961079511
-
Constellations of institutional logics
-
Goodrick, E., & Reay, T. (2011). Constellations of institutional logics. Work and Occupations, 38(3), 372–416.
-
(2011)
Work and Occupations
, vol.38
, Issue.3
, pp. 372-416
-
-
Goodrick, E.1
Reay, T.2
-
34
-
-
85197327787
-
-
Greenwood, R., Magàn Diaz, A., Li, S., & Ce´spedes Lorente, J. (2010). The multiplicity of institutional logics and the heterogeneity of organizational responses. Organization Science, 21(2), 521–539.
-
Greenwood, R., Magàn Diaz, A., Li, S., & Ce´spedes Lorente, J. (2010). The multiplicity of institutional logics and the heterogeneity of organizational responses. Organization Science, 21(2), 521–539.
-
-
-
-
35
-
-
79960761920
-
Institutional complexity and organizational responses
-
Greenwood, R., Raynard, M., Kodeih, F., Micellota, E., & Lounsbury, M. (2011). Institutional complexity and organizational responses. Annals of the Academy of Management, 5(1), 1–55.
-
(2011)
Annals of the Academy of Management
, vol.5
, Issue.1
, pp. 1-55
-
-
Greenwood, R.1
Raynard, M.2
Kodeih, F.3
Micellota, E.4
Lounsbury, M.5
-
36
-
-
33645879915
-
Institutional entrepreneurship in mature fields: The big five accounting firms. [Article]
-
Greenwood, R., & Suddaby, R. (2006). Institutional entrepreneurship in mature fields: The big five accounting firms. [Article]. Academy of Management Journal, 49(1), 27–48.
-
(2006)
Academy of Management Journal
, vol.49
, Issue.1
, pp. 27-48
-
-
Greenwood, R.1
Suddaby, R.2
-
37
-
-
0042667134
-
The real world of Enron’s auditors
-
Grey, C. (2003). The real world of Enron’s auditors. Organization, 10(3), 572–576.
-
(2003)
Organization
, vol.10
, Issue.3
, pp. 572-576
-
-
Grey, C.1
-
38
-
-
33749000352
-
The interplay between exploration and exploitation
-
Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(6), 693–706.
-
(2006)
Academy of Management Journal
, vol.49
, Issue.6
, pp. 693-706
-
-
Gupta, A.K.1
Smith, K.G.2
Shalley, C.E.3
-
39
-
-
77954470293
-
The myth incarnate: Recoupling processes, turmoil, and inhabited institutions in an urban elementary school
-
Hallett, T. (2010). The myth incarnate: Recoupling processes, turmoil, and inhabited institutions in an urban elementary school. American Sociological Review, 75(1), 52–74.
-
(2010)
American Sociological Review
, vol.75
, Issue.1
, pp. 52-74
-
-
Hallett, T.1
-
40
-
-
4344670037
-
Exploration vs. Exploitation: An empirical test of the ambidexterity hypothesis
-
He, Z., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15, 481–494.
-
(2004)
Organization Science
, vol.15
, pp. 481-494
-
-
He, Z.1
Wong, P.K.2
-
41
-
-
0033239323
-
Competing institutions: Law, medicine, and family in neonatal intensive care
-
Heimer, C. A. (1999). Competing institutions: Law, medicine, and family in neonatal intensive care. Law & Society Review, 33(1), 17–66.
-
(1999)
Law & Society Review
, vol.33
, Issue.1
, pp. 17-66
-
-
Heimer, C.A.1
-
42
-
-
0031538597
-
Ending the family quarrel: Toward a reconciliation of ‘‘old’’ and ‘‘new’’ institutionalisms
-
Hirsch, P. M., & Lounsbury, M. (1997). Ending the family quarrel: Toward a reconciliation of ‘‘old’’ and ‘‘new’’ institutionalisms. The American Behavioral Scientist, 40(4), 406–418.
-
(1997)
The American Behavioral Scientist
, vol.40
, Issue.4
, pp. 406-418
-
-
Hirsch, P.M.1
Lounsbury, M.2
-
43
-
-
70350006907
-
Structural differentiation and ambidexterity: The mediating role of integration mechanisms
-
Jansen, J. J., Tempelaar, M. P., van den Bosch, F. A. J., & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797–811.
-
(2009)
Organization Science
, vol.20
, Issue.4
, pp. 797-811
-
-
Jansen, J.J.1
Tempelaar, M.P.2
van den Bosch, F.A.J.3
Volberda, H.W.4
-
44
-
-
37949020070
-
Exploratory innovation, exploitative innovation and ambidexterity: The impact of environmental and organizational antecedents
-
Jansen, J. J. P., van de Bosch, F. A. J., & Volberda, H. W. (2005). Exploratory innovation, exploitative innovation and ambidexterity: The impact of environmental and organizational antecedents. Schmalenbach Business Review, 57, 351–363.
-
(2005)
Schmalenbach Business Review
, vol.57
, pp. 351-363
-
-
Jansen, J.J.P.1
van de Bosch, F.A.J.2
Volberda, H.W.3
-
45
-
-
33750716854
-
Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators
-
Jansen, J. J. P., van de Bosch, F. A. J., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661–1674.
-
(2006)
Management Science
, vol.52
, Issue.11
, pp. 1661-1674
-
-
Jansen, J.J.P.1
van de Bosch, F.A.J.2
Volberda, H.W.3
-
46
-
-
2542562823
-
Strategy as practice: Recursive, adaptive and practices-in-use
-
Jarzabkowski, P. (2004). Strategy as practice: Recursive, adaptive and practices-in-use. Organization Studies, 25(4), 529–560.
-
(2004)
Organization Studies
, vol.25
, Issue.4
, pp. 529-560
-
-
Jarzabkowski, P.1
-
48
-
-
33846587065
-
Strategizing: The challenges of a practice perspective
-
Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 5–27.
-
(2007)
Human Relations
, vol.60
, Issue.1
, pp. 5-27
-
-
Jarzabkowski, P.1
Balogun, J.2
Seidl, D.3
-
49
-
-
84928078168
-
Doing which work? A practice approach to institutional pluralism
-
T. B. Lawrence, R. Suddaby & B. Leca (Eds.), (pp. , Cambridge: Cambridge University Press
-
Jarzabkowski, P., Matthiesen, J., & Van de Ven, A. (2009). Doing which work? A practice approach to institutional pluralism. In T. B. Lawrence, R. Suddaby & B. Leca (Eds.), Institutional work: Actors and agency in institutional studies of organizations (pp. 284– 316). Cambridge: Cambridge University Press.
-
(2009)
Institutional Work: Actors and Agency in Institutional Studies of Organizations
, pp. 284-316
-
-
Jarzabkowski, P.1
Matthiesen, J.2
van de Ven, A.3
-
50
-
-
77149155322
-
Operating room: Relational spaces and micro institutional change in surgery
-
Kellogg, K. C. (2009). Operating room: Relational spaces and micro institutional change in surgery. American Journal of Sociology, 115(3), 657–711.
-
(2009)
American Journal of Sociology
, vol.115
, Issue.3
, pp. 657-711
-
-
Kellogg, K.C.1
-
51
-
-
0141643185
-
Mobilizing the logic of managerialism in professional fields: The case of academic health centre mergers
-
Kitchener, M. (2002). Mobilizing the logic of managerialism in professional fields: The case of academic health centre mergers. Organization Studies, 23(3), 391–420.
-
(2002)
Organization Studies
, vol.23
, Issue.3
, pp. 391-420
-
-
Kitchener, M.1
-
52
-
-
0033249245
-
Organizational legitimacy under conditions of complexity: The case of the multinational enterprise
-
Kostova, T., & Zaheer, S. (1999). Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Academy of Management Review, 24(1), 64–81.
-
(1999)
Academy of Management Review
, vol.24
, Issue.1
, pp. 64-81
-
-
Kostova, T.1
Zaheer, S.2
-
53
-
-
50649112047
-
Organizational implications of institutional pluralism
-
R. Greenwood, C. Oliver, K. Sahlin & R. Suddaby (Eds.), (pp. , London: Sage
-
Kraatz, M. S., & Block, E. (2008). Organizational implications of institutional pluralism. In R. Greenwood, C. Oliver, K. Sahlin & R. Suddaby (Eds.), The SAGE handbook of organizational institutionalism (pp. 243–275). London: Sage.
-
(2008)
The SAGE Handbook of Organizational Institutionalism
, pp. 243-275
-
-
Kraatz, M.S.1
Block, E.2
-
54
-
-
84928089645
-
Introduction: Theorizing and studying institutional work
-
T. Lawrence, R. Suddaby & B. Leca (Eds.), (pp. , Cambridge: Cambridge University Press
-
Lawrence, T. B., Suddaby, R., & Leca, B. (2009). Introduction: Theorizing and studying institutional work. In T. Lawrence, R. Suddaby & B. Leca (Eds.), Institutional work: Actors and agency in institutional studies of organizations (pp. 1–28). Cambridge: Cambridge University Press.
-
(2009)
Institutional Work: Actors and Agency in Institutional Studies of Organizations
, pp. 1-28
-
-
Lawrence, T.B.1
Suddaby, R.2
Leca, B.3
-
57
-
-
77952742062
-
Identity work during boundary moments: Managing positive identities through talk and embodied interaction
-
L. M. Roberts & J. E. Dutton (Eds.), (pp. , New York, NY: Psychology Press
-
LeBaron, C., Glenn, P., & Thompson, M. P. (2009). Identity work during boundary moments: Managing positive identities through talk and embodied interaction. In L. M. Roberts & J. E. Dutton (Eds.), Exploring positive identities and organizations: Building a theoretical and research foundations (pp. 191–215). New York, NY: Psychology Press.
-
(2009)
Exploring Positive Identities and Organizations: Building a Theoretical and Research Foundations
, pp. 191-215
-
-
Lebaron, C.1
Glenn, P.2
Thompson, M.P.3
-
58
-
-
0007128635
-
Built space and the interactional framing of experience during a murder interrogation
-
LeBaron, C., & Streeck, J. (1997). Built space and the interactional framing of experience during a murder interrogation. Human Studies, 20, 1–25.
-
(1997)
Human Studies
, vol.20
, pp. 1-25
-
-
Lebaron, C.1
Streeck, J.2
-
59
-
-
79953138851
-
When flexible routines meet flexible technologies: Affordance, constraint, and the imbrications of human and material agencies
-
Leonardi, P. (2011). When flexible routines meet flexible technologies: Affordance, constraint, and the imbrications of human and material agencies. Management Information Systems Quarterly, 35(1), 147–167.
-
(2011)
Management Information Systems Quarterly
, vol.35
, Issue.1
, pp. 147-167
-
-
Leonardi, P.1
-
62
-
-
79951885182
-
Institutional logics as identity projects
-
Lok, J. (2010). Institutional logics as identity projects. Academy of Management Journal, 53(6), 1305–1335.
-
(2010)
Academy of Management Journal
, vol.53
, Issue.6
, pp. 1305-1335
-
-
Lok, J.1
-
63
-
-
34248562991
-
A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds
-
Lounsbury, M. (2007). A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Academy of Management Journal, 50(2), 289–307.
-
(2007)
Academy of Management Journal
, vol.50
, Issue.2
, pp. 289-307
-
-
Lounsbury, M.1
-
64
-
-
34250330837
-
New practice creation: An institutional perspective on innovation
-
Lounsbury, M., & Crumley, E. T. (2007). New practice creation: An institutional perspective on innovation. Organization Studies, 28(7), 993–1012.
-
(2007)
Organization Studies
, vol.28
, Issue.7
, pp. 993-1012
-
-
Lounsbury, M.1
Crumley, E.T.2
-
65
-
-
33748446056
-
Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration
-
Lubatkin, A. S., Simsek, Z., Yan, L., & Veiga, J. F. (2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management Inquiry, 32, 626–672.
-
(2006)
Journal of Management Inquiry
, vol.32
, pp. 626-672
-
-
Lubatkin, A.S.1
Simsek, Z.2
Yan, L.3
Veiga, J.F.4
-
66
-
-
0001812752
-
Exploration and exploitation in organizational learning
-
March, J. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
-
(1991)
Organization Science
, vol.2
, Issue.1
, pp. 71-87
-
-
March, J.1
-
67
-
-
77950061538
-
Footnotes to organizational change
-
March, J. G. (1981). Footnotes to organizational change. Administrative Science Quarterly, 26(4), 563–577.
-
(1981)
Administrative Science Quarterly
, vol.26
, Issue.4
, pp. 563-577
-
-
March, J.G.1
-
68
-
-
34548783195
-
Vive la resistance: Competing logics and the consolidation of US community banking
-
Marquis, C., & Lounsbury, M. (2007). Vive la resistance: Competing logics and the consolidation of US community banking. Academy of Management Journal, 50(4), 799–820.
-
(2007)
Academy of Management Journal
, vol.50
, Issue.4
, pp. 799-820
-
-
Marquis, C.1
Lounsbury, M.2
-
69
-
-
0000057597
-
Institutionalized organizations: Formal structure as myth and ceremony
-
Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363.
-
(1977)
American Journal of Sociology
, vol.83
, Issue.2
, pp. 340-363
-
-
Meyer, J.W.1
Rowan, B.2
-
70
-
-
34547906540
-
Investigating managers’ exploration and exploitation activities: The influence of top-down, bottom-up, and horizontal knowledge inflows
-
Mom, T. J. M., Van Den Bosch, F. A. J., & Volberda, H. W. (2007). Investigating managers’ exploration and exploitation activities: The influence of top-down, bottom-up, and horizontal knowledge inflows. Journal of Management Studies, 44(6), 910–931.
-
(2007)
Journal of Management Studies
, vol.44
, Issue.6
, pp. 910-931
-
-
Mom, T.J.M.1
van Den Bosch, F.A.J.2
Volberda, H.W.3
-
71
-
-
0001279075
-
Strategic responses to institutional processes
-
Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145–179.
-
(1991)
Academy of Management Review
, vol.16
, Issue.1
, pp. 145-179
-
-
Oliver, C.1
-
72
-
-
1842535392
-
The ambidextrous organization
-
O’Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 84(4), 74–81.
-
(2004)
Harvard Business Review
, vol.84
, Issue.4
, pp. 74-81
-
-
O’Reilly, C.A.1
Tushman, M.L.2
-
73
-
-
69549113229
-
Sociomateriality: Challenging the separation of technology, work and organization
-
Orlikowski, W., & Scott, S. (2008). Sociomateriality: Challenging the separation of technology, work and organization. Academy of Management Annals, 2(1), 433–474.
-
(2008)
Academy of Management Annals
, vol.2
, Issue.1
, pp. 433-474
-
-
Orlikowski, W.1
Scott, S.2
-
74
-
-
77950937513
-
The sociomateriality of organisational life: Considering technology in management research
-
Orlikowski, W. J. (2010). The sociomateriality of organisational life: Considering technology in management research. Cambridge Journal of Economics, 34, 125–141.
-
(2010)
Cambridge Journal of Economics
, vol.34
, pp. 125-141
-
-
Orlikowski, W.J.1
-
75
-
-
77953352743
-
When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands
-
Pache, A., & Santos, F. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Journal, 35(3), 455–476.
-
(2010)
Academy of Management Journal
, vol.35
, Issue.3
, pp. 455-476
-
-
Pache, A.1
Santos, F.2
-
76
-
-
76249095688
-
The two faces of collaboration: Impacts of university-industry relations on public research
-
Perkmann, M., & Walsh, K. (2009). The two faces of collaboration: Impacts of university-industry relations on public research. Industrial and Corporate Change, 18(6), 1033–1065.
-
(2009)
Industrial and Corporate Change
, vol.18
, Issue.6
, pp. 1033-1065
-
-
Perkmann, M.1
Walsh, K.2
-
77
-
-
57049149689
-
Microfoundations of institutional theory
-
R. Greenwood, C. Oliver, K. Sahlin-Andersson & R. Suddaby (Eds.), (pp. , London: Sage
-
Powell, W. W., & Colyvas, J. A. (2008). Microfoundations of institutional theory. In R. Greenwood, C. Oliver, K. Sahlin-Andersson & R. Suddaby (Eds.), The SAGE handbook of organizational institutionalism (pp. 276–298). London: Sage.
-
(2008)
The SAGE Handbook of Organizational Institutionalism
, pp. 276-298
-
-
Powell, W.W.1
Colyvas, J.A.2
-
78
-
-
43049116182
-
Organizational ambidexterity: Antecedents, outcomes and moderators
-
Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes and moderators. Journal of Management, 34(3), 375–409.
-
(2008)
Journal of Management
, vol.34
, Issue.3
, pp. 375-409
-
-
Raisch, S.1
Birkinshaw, J.2
-
79
-
-
70350026387
-
Organizational ambidexterity: Balancing exploitation and exploration for sustained performance
-
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685–695.
-
(2009)
Organization Science
, vol.20
, Issue.4
, pp. 685-695
-
-
Raisch, S.1
Birkinshaw, J.2
Probst, G.3
Tushman, M.L.4
-
80
-
-
0042333456
-
Institutional change in Toque Ville: Nouvelle cuisine as an identity movement in French gastronomy
-
Rao, H., Monin, P., & Durand, R. (2003). Institutional change in Toque Ville: Nouvelle cuisine as an identity movement in French gastronomy. American Journal of Sociology, 108(4), 795–843.
-
(2003)
American Journal of Sociology
, vol.108
, Issue.4
, pp. 795-843
-
-
Rao, H.1
Monin, P.2
Durand, R.3
-
81
-
-
26844569157
-
The recomposition of an organizational field: Health care in Alberta
-
Reay, T., & Hinings, C. R. (2005). The recomposition of an organizational field: Health care in Alberta. Organization Studies, 26(3), 351–384.
-
(2005)
Organization Studies
, vol.26
, Issue.3
, pp. 351-384
-
-
Reay, T.1
Hinings, C.R.2
-
82
-
-
70449580641
-
Managing the rivalry of competing institutional logics
-
Reay, T., & Hinings, C. R. (2009). Managing the rivalry of competing institutional logics. Organization Studies, 30(6), 629–652.
-
(2009)
Organization Studies
, vol.30
, Issue.6
, pp. 629-652
-
-
Reay, T.1
Hinings, C.R.2
-
83
-
-
33646510060
-
Alliance type, alliance experience and alliance management capability in high-technology ventures
-
Rothaermel, F. T., & Deeds, D. L. (2006). Alliance type, alliance experience and alliance management capability in high-technology ventures. Journal of Business Venturing, 21(4), 429–460.
-
(2006)
Journal of Business Venturing
, vol.21
, Issue.4
, pp. 429-460
-
-
Rothaermel, F.T.1
Deeds, D.L.2
-
84
-
-
0032218714
-
A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments
-
Ruef, M., & Scott, W. R. (1998). A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments. Administrative Science Quarterly, 43(4), 877.
-
(1998)
Administrative Science Quarterly
, vol.43
, Issue.4
, pp. 877
-
-
Ruef, M.1
Scott, W.R.2
-
86
-
-
0037602500
-
Introduction: Practice theory
-
T. R. Schatzki, K. Knorr-Cetina & E. v. Savigny (Eds.), (pp. , London: Routledge
-
Schatzki, T. R. (2001). Introduction: Practice theory. In T. R. Schatzki, K. Knorr-Cetina & E. v. Savigny (Eds.), The practice turn in contemporary theory (pp. 1–14). London: Routledge.
-
(2001)
The Practice Turn in Contemporary Theory
, pp. 1-14
-
-
Schatzki, T.R.1
-
87
-
-
0001467533
-
Unpacking institutional arguments
-
W. W. Powell & P. J. DiMaggio (Eds.), (pp. , Chicago, IL: University of Chicago Press
-
Scott, W. R. (1991). Unpacking institutional arguments. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 164–182). Chicago, IL: University of Chicago Press.
-
(1991)
The New Institutionalism in Organizational Analysis
, pp. 164-182
-
-
Scott, W.R.1
-
88
-
-
0036011961
-
Institutional contradictions, praxis, and institutional change: A dialectical perspective
-
Seo, M.-G., & Creed, W. E. D. (2002). Institutional contradictions, praxis, and institutional change: A dialectical perspective. Academy of Management Review, 27(2), 222–247.
-
(2002)
Academy of Management Review
, vol.27
, Issue.2
, pp. 222-247
-
-
Seo, M.-G.1
Creed, W.E.D.2
-
89
-
-
0942268003
-
Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approach to exploration and adaptation
-
Siggelkow, N., & Levinthal, D. (2003). Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approach to exploration and adaptation. Organization Science, 14(6), 650–669.
-
(2003)
Organization Science
, vol.14
, Issue.6
, pp. 650-669
-
-
Siggelkow, N.1
Levinthal, D.2
-
90
-
-
65349174507
-
Organizational ambidexterity: Towards a multilevel understanding
-
Simsek, Z. (2009). Organizational ambidexterity: Towards a multilevel understanding. Journal of Management Studies, 46, 597–624.
-
(2009)
Journal of Management Studies
, vol.46
, pp. 597-624
-
-
Simsek, Z.1
-
91
-
-
85197321847
-
-
Smets, M., & Jarzabkowski, P. (forthcoming). (Re)-constructing institutional complexity in practice: A relational model of institutional work and complexity. Human Relations.
-
Smets, M., & Jarzabkowski, P. (forthcoming). (Re)-constructing institutional complexity in practice: A relational model of institutional work and complexity. Human Relations.
-
-
-
-
92
-
-
84874982137
-
From practice to field: A multi-level model of practice-driven institutional change
-
Smets, M., Morris, T., & Greenwood, R. (2012). From practice to field: A multi-level model of practice-driven institutional change. Academy of Management Journal, 55(4), 877–904.
-
(2012)
Academy of Management Journal
, vol.55
, Issue.4
, pp. 877-904
-
-
Smets, M.1
Morris, T.2
Greenwood, R.3
-
93
-
-
77952581263
-
Complex business models: Managing strategic paradoxes simultaneously
-
Smith, W. K., Binns, A., & Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43, 448–461.
-
(2010)
Long Range Planning
, vol.43
, pp. 448-461
-
-
Smith, W.K.1
Binns, A.2
Tushman, M.L.3
-
94
-
-
27944476820
-
Managing strategic contradictions: A top management model for managing innovation streams
-
Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522–536.
-
(2005)
Organization Science
, vol.16
, Issue.5
, pp. 522-536
-
-
Smith, W.K.1
Tushman, M.L.2
-
96
-
-
85079473849
-
Microethnography: The study of practices
-
K. L. Fitch & R. S. Sanders (Eds.), (pp. , Mahwah, NJ: Lawrence Erlbaum Associates
-
Streeck, J., & Mehus, S. (2005). Microethnography: The study of practices. In K. L. Fitch & R. S. Sanders (Eds.), Handbook of language and social interaction (pp. 381–404). Mahwah, NJ: Lawrence Erlbaum Associates.
-
(2005)
Handbook of Language and Social Interaction
, pp. 381-404
-
-
Streeck, J.1
Mehus, S.2
-
97
-
-
27744605882
-
Rhetorical strategies of legitimacy
-
Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50(1), 35–67.
-
(2005)
Administrative Science Quarterly
, vol.50
, Issue.1
, pp. 35-67
-
-
Suddaby, R.1
Greenwood, R.2
-
98
-
-
84936823493
-
Culture in action: Symbols and strategies. [Article]
-
Swidler, A. (1986). Culture in action: Symbols and strategies. [Article]. American Sociological Review, 51(2), 273–286.
-
(1986)
American Sociological Review
, vol.51
, Issue.2
, pp. 273-286
-
-
Swidler, A.1
-
100
-
-
0036003217
-
The rise of the corporation in a craft industry: Conflict and conformity In institutional logics
-
Thornton, P. H. (2002). The rise of the corporation in a craft industry: Conflict and conformity In institutional logics. Academy of Management Journal, 45(1), 81–101.
-
(2002)
Academy of Management Journal
, vol.45
, Issue.1
, pp. 81-101
-
-
Thornton, P.H.1
-
101
-
-
33645924372
-
Institutional logics and institutional change in organizations: Transformation in accounting, architecture, and publishing
-
M. Lounsbury (Ed.), (pp. , Amsterdam: Elsevier
-
Thornton, P. H., Jones, C., & Kury, K. (2005). Institutional logics and institutional change in organizations: Transformation in accounting, architecture, and publishing. In M. Lounsbury (Ed.), Transformation in cultural industries (pp. 125–170). Amsterdam: Elsevier.
-
(2005)
Transformation in Cultural Industries
, pp. 125-170
-
-
Thornton, P.H.1
Jones, C.2
Kury, K.3
-
102
-
-
49949096991
-
Institutional logics
-
R. Greenwood, C. Oliver, K. Sahlin & R. Suddaby (Eds.), (pp. , Singapore: Sage
-
Thornton, P. H., & Ocasio, W. (2008). Institutional logics. In R. Greenwood, C. Oliver, K. Sahlin & R. Suddaby (Eds.), The SAGE handbook of organizational institutionalism (pp. 99–129). Singapore: Sage.
-
(2008)
The SAGE Handbook of Organizational Institutionalism
, pp. 99-129
-
-
Thornton, P.H.1
Ocasio, W.2
-
103
-
-
79960810870
-
-
Oxford: Oxford University Press
-
Thornton, P. H., Ocasio, W., & Lounsbury, M. (2012). The institutional logics perspective: A new approach to culture, structure and process. Oxford: Oxford University Press.
-
(2012)
The Institutional Logics Perspective: A New Approach to Culture, Structure and Process
-
-
Thornton, P.H.1
Ocasio, W.2
Lounsbury, M.3
-
104
-
-
0041195161
-
The institutional logic of performance appraisal
-
Townley, B. (1997). The institutional logic of performance appraisal. Organization Studies, 18(2), 261–285. doi: 10.1177/017084069701800204
-
(1997)
Organization Studies
, vol.18
, Issue.2
, pp. 261-285
-
-
Townley, B.1
-
105
-
-
0036003240
-
The role of competing rationalities in institutional change
-
Townley, B. (2002). The role of competing rationalities in institutional change. Academy of Management Journal, 45(1), 163–179.
-
(2002)
Academy of Management Journal
, vol.45
, Issue.1
, pp. 163-179
-
-
Townley, B.1
-
107
-
-
0030517795
-
Ambidextrous organizations: Managing evolutionary and revolutionary change
-
Tushman, M. L., & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–30.
-
(1996)
California Management Review
, vol.38
, Issue.4
, pp. 8-30
-
-
Tushman, M.L.1
O’Reilly, C.A.2
-
108
-
-
33646522418
-
Completing the practice turn in strategy research
-
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(27), 613–634.
-
(2006)
Organization Studies
, vol.27
, Issue.27
, pp. 613-634
-
-
Whittington, R.1
-
109
-
-
0036003230
-
Institutionalization as an interplay between actions, meanings, and actors: The case of a rape crisis center in Israel
-
Zilber, T. B. (2002). Institutionalization as an interplay between actions, meanings, and actors: The case of a rape crisis center in Israel. Academy of Management Journal, 45(1), 234–254.
-
(2002)
Academy of Management Journal
, vol.45
, Issue.1
, pp. 234-254
-
-
Zilber, T.B.1
-
110
-
-
82455188629
-
Institutional multiplicity in practice: A tale of two high-tech conferences in Israel
-
Zilber, T. B. (2011). Institutional multiplicity in practice: A tale of two high-tech conferences in Israel. Organization Science, 22(6), 1539–1559.
-
(2011)
Organization Science
, vol.22
, Issue.6
, pp. 1539-1559
-
-
Zilber, T.B.1
|