| Studying configurations with qualitative comparative analysis: Best practices in strategy and organization research |
45 |
| Revisiting James March (1991): Whither exploration and exploitation? |
16 |
| Paradox theory and the paradox of success |
12 |
| Strategy and virtue: Developing strategy-as-practice through virtue ethics |
11 |
| Measuring individual legitimacy perceptions: Scale development and validation |
10 |
| How do things become strategic? Strategifying' corporate social responsibility |
9 |
| Toward a strategic view of higher education social responsibilities: A dynamic capabilities approach |
9 |
| Challenging trends in configuration research: Where are the configurations? |
9 |
| Introducing conflict as the microfoundation of organizational ambidexterity |
9 |
| Entrepreneurial alertness as a pathway to strategic decisions and organizational performance |
7 |
| Quo vadis, paradox? Centripetal and centrifugal forces in theory development |
6 |
| Value creation from big data: Looking inside the black box |
5 |
| Exploring inter-organizational paradoxes: Methodological lessons from a study of a grand challenge |
5 |
| Reflections on the micro-macro divide: Ideas from the trenches and moving forward |
5 |
| Process-based ideology of participative experimentation to foster identity-challenging innovations: The case of Gmail and AdSense |
4 |
| Strategy and narrative in higher education |
4 |
| Managing the university: Why organized anarchy is unacceptable in the age of massive open online courses |
4 |
| Identifying and measuring dynamic capability using search routines |
4 |
| Why should we bother? What are configurations for? |
4 |
| Two cheers for diversity: An experimental study of micro-level heterogeneity in problemistic search |
3 |
| The career-horizon problem in capital investments for lone-founder and long-tenure acquirer CEOs in their final career stage |
3 |
| Strategy and dialectics: Rejuvenating a long-standing relationship |
3 |
| Sweating the small stuff: High-reliability organizing as a foundation for sustained superior performance |
3 |
| Risk-type preference shifts in response to performance feedback |
2 |
| Dynamic capabilities, subnational environment, and university technology transfer |
2 |
| Replicating agent-based models: Revisiting March's exploration-exploitation study |
2 |
| Organizational speed as a dynamic capability: Toward a holistic perspective |
2 |
| The contingent value of the dedicated alliance function |
2 |
| Managerial meta-knowledge and adaptation: Governance choice when firms don't know their capabilities |
2 |
| Sequencing and timing of strategic responses after industry disruption: Evidence from post-deregulation competition in the US railroad industry |
2 |
| Horizontal competition and interorganizational exchange partner selection: An analysis of Major League Baseball player trades |
2 |
| The causal ambiguity paradox: Deliberate actions under causal ambiguity |
1 |
| Environmental shifts and change strategies |
1 |
| Paralyzed by the dashboard light: Environmental characteristics and firm's scanning capabilities in East Africa |
1 |
| Response to Greckhamer et al (2018): Studying configurations with qualitative comparative analysis |
1 |
| Using qualitative comparative analysis and system dynamics for theory-driven business model research |
1 |
| When the parent imitates the child: Strategic renewal through separation and reintegration of subsidiaries |
1 |
| Governance monitors or market rebels? Heterogeneity in shareholder activism |
1 |
| How do foreign initial public offerings attract investor attention? A study of the impact of language |
0 |
| Generating tensions: A multilevel, process analysis of organizational change |
0 |
| Restoring trust in the context of strategic change |
0 |
| Cui bono? An empirical investigation into risk benefits of corporate diversification |
0 |
| Under a magnifying glass: On the use of experiments in strategy research |
0 |
| Effects of functional focus on bounded momentum: Examining firm- and industry-level alliances |
0 |
