Author |
Article |
Abrahamson, 1991 |
Managerial fads and fashions: the diffusion and rejection of innovations |
Abrahamson, 1993 |
Institutional and competitive bandwagons: using mathematical modeling as a tool to explore innovation diffusion |
Alvesson & Kärreman, 2007 |
Unravelling HRM: identity, ceremony and control in a management consulting firm |
Arthur, 1994 |
Effects of human resource systems on manufacturing performance and turnover |
Barrick & Alexander, 1992 |
Estimating the benefits of a quality circle intervention |
Benner & Tushman, 2002 |
Process management and technological innovation: a longitudinal study of the photography and paint industries |
Blumentritt & Johnston, 1999 |
Towards a strategy for knowledge management |
Broadbent et. al., 1999 |
The implications of information technology infrastructure for business process redesign |
Bryson et. al., 2007 |
The diffusion of workplace voice and highcommitment human resource management practices in Britain, 19841998 |
Budros, 1999 |
A conceptual framework for analyzing why organizations downsize |
Caeldries, 1994 |
Review of Reengineering the corporation: A Manifesto for Business Revolution |
Coombs & Hull, 1998 |
Knowledge management practices and pathdependency in innovation |
Cowan & Foray, 1997 |
The economics of codification and the diffusion of knowledge |
Currie, 1999 |
Revisiting management innovation and change programmes: strategic vision or tunnel vision? |
Datta et. al., 2003 |
HRM and firm productivity: Does industry matter? |
Davenport & Stoddard, 1994 |
Reengineering: Business change of mythic proportions? |
Dawson, 2000 |
Technology, work restructuring and the orchestration of a rational narrative in the pursuit of management objectives: the political process of plantlevel change |
Dewitt, 1998 |
Firm, Industry, and Strategy Influences on Choice of Donwsizing Approach |
DiMaggio & Powell, 1983 |
The iron cage revisited: institutional isomorphism and collective rationality in organizational fields |
Dosi, 1997 |
Opportunities, incentives and the collective patterns of technological change |
Edler & Georghiou, 2007 |
Public procurement and innovation Resurrecting the demand side |
Edwards, 2000 |
Innovation and Organizational Change: developments towards an interactie process perspective |
Eisenhardt & Martin, 2000 |
Dynamic capabilities: what are they? |
Fisher & White, 2000 |
Downsizing in a Learning Organization: Are there hidden costs? |
Freel, 2002 |
Sectoral patterns of small firm innovation, networking and proximity |
Freeman & Cameron, 1993 |
Organizational Downsizing: a convergence and reorientation framework |
Gebhardt, 2005 |
The impact of managerial rationality on the organizational paradigm. Role models in the management of innovation |
Gittleman et. al., 1998 |
Flexible workplace practices: evidence form a nationally representative survey |
Godard & Delaney, 2000 |
Reflections on the high performance paradigm's implications for industrial relations as a field |
Granstrand et. al., 1997 |
MultiTechnology Corporations: Why they have distributed rather than distinctive core competencies |
Greenan, 2003 |
Organisational change, technology, employment and skills; an empirical study of French manufacturing |
Griffin, 1998 |
Consequences of quality circles in an industrial setting: a longitudinal assessment |
Grupp & Mogee, 2004 |
Indicators for national science and technology policy: how robust are composite indicators? |
Harkness, et. al., 1996 |
Sustaining process improvement and innovation in the information services. Function: lessons learned at the bose corporation |
Haveman, 1993 |
Follow the leader: mimetic isomorphism and entry into new markets |
Hull & Rothenberg, 2008 |
Firm performance: the interactions of corporate social performance with innovation and industry differentiation |
Huselid et. al., 1997 |
Technical and strategic human resource management effectiveness as determinants of firm performance |
Huselid, 1995 |
The impact of human resource management practices on turnover, productivity, and corporate financial performance |
Ichniowski et. al., 1995 |
Old dogs and new tricks: determinants of the adoption of productivityenhancing work practices |
Ichniowski et. al., 1997 |
The effects of human resource management practices on productivity: a study of steel finishing lines |
Ilonen et. al., 2004 |
Toward automatic forecasts for diffusion of innovations |
Jensen et. al., 2007 |
Forms of knowledge and modes of innovation |
Karshenas & Stoneman, 1993 |
Rank, stock, order and epidemic effects in the diffusion of new process technologies: an empirical model |
Kettinger et. al., 1997 |
Business process change: a study of methodologies, techniques and tools |
Kinder, 2002 |
Good practice in best practice: the use of best practice case studies in service innovation by local public administrations |
Koch & McGrath, 1996 |
Improving labor productivity: human resource management policies do matter |
Kotey & Slade, 2005 |
Formal human resource management practices in small growing firms |
Laursen & Foss, 2003 |
New human resource management practices, complementarities and the impact on innovation performance |
Laursen, 2002 |
The importance of sectoral differences in the application of complementary HRM practices for innovation performance |
Leake, 1997 |
Review: Managing business processes BPR and beyond |
Lichtenthaler, 2006 |
Managing technology intelligence processes in situations of radical technological change |
Macy, 2002 |
Review: Management Gurus and Management Fashions |
Malerba, 1992 |
Learning by firms and incremental technical change |
Michie & Scheehan, 1999 |
HRM Practices, R&D Expenditure and Innovative Investment: Evidence from the UK's 1990 Workplace Industrial Relations Survey (WIRS) |
Miozzo & Soete, 2001 |
Internationalization of services: a technological perspective |
Montobbio, 2003 |
Sectoral patterns of technological activity and export market share dynamics |
Moors & Dijkema, 2004 |
Embedded industrial production systems. Lessons from waste management in zinc production |
Nelson et. al., 2004 |
Why and how innovations get adopted: a tale of four models |
Paasi, 2005 |
Collective benchmarking of policies: an instrument for policy learning in adaptive research and innovation policy |
Papaioannou et. al., 2006 |
Benchmarking as a policymaking tool: from the private to the public sector |
Pitt & Clarke, 1999 |
Competing on competence: a knowledge perspective on the management of strategic innovation |
Pohlmann et. al., 2005 |
The development of innovation systems and the art of innovation management strategy, control and the culture of innovation |
Robertson & Patel, 2007 |
New wine in old bottles: technological diffusion in developed economies |
Robson et. al., 1987 |
Sectoral patterns of production and use of innovations in the UK: 1945-1983 |
Rosenbloom & Abernathy, 1992 |
The climate for innovation in industry |
Sommer & Pearson, 2006 |
Antecedents of creative decision making in organizational crisis: a teambased simulation |
Subramanian & Nilakanta, 1996 |
Organizational innovativeness: exploring the relationship between organizational determinants of innovation, types of innovations, and measures of organizational performance |
Szulanski, 1996 |
Exploring internal stickiness: impediments to the transfer of best practice within the firm |
Thompson, 2007 |
Innovation in work practices: a practice perspective |
Udwadia & Mitroff, 1991 |
Crisis management and the organizational mind. Multiple models for crisis management from field data |
Udwadia, 1990 |
Creativity and innovation in organizations. Two models and managerial implications |
Whittington et. al., 1999 |
Change and complementarities in the New Competitive Landscape: A European Panel Study, 1992-1996 |