Reference health
When the General Meets the Particular: The Practices and Challenges of Inter-Organizational Knowledge Reuse
2 of 44 checkable references need attention · checked 2026-08-07
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
14 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
does not resolve to a known work10.5465/3069443
does not resolve to a known work10.1509/jmkg.71.3.1
The 42 checked references that resolve
resolves10.5465/amj.2007.24634457
Knowledge-Based Innovation: Emergence and Embedding of New Practice Areas in Management Consulting Firms
resolves10.2307/2393475
Bridging the Boundary: External Activity and Performance in Organizational Teams
resolves10.1108/02683949810239240
The obscure object of demand in consultancy: a psychoanalytic perspective
resolves10.1287/mnsc.1030.0134
Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization
resolves10.2307/2095101
The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields
resolves10.1002/smj.429
When using knowledge can hurt performance: the value of organizational capabilities in a management consulting company
resolves10.1002/smj.631
Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations
resolves10.2307/2667032
The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits
resolves10.1287/orsc.13.3.232.2771
Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies
resolves10.2307/3069334
DIRECT AND MODERATING EFFECTS OF HUMAN CAPITAL ON STRATEGY AND PERFORMANCE IN PROFESSIONAL SERVICE FIRMS: A RESOURCE-BASED PERSPECTIVE.
resolves10.1287/orsc.3.3.383
Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology
resolves10.5465/amj.2009.43669902
Understanding Shifting Power Relations within and across Organizations: A Critical Genre Analysis
resolves10.1080/07421222.2001.11045671
Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success
resolves10.1002/smj.223
The persistence of knowledge‐based advantage: an empirical test for product performance and technological knowledge
resolves10.1108/sd.2011.05627aad.001
Innovation in a global consulting firm: when the problem is too much diversity
resolves10.1111/j.1747-4469.1981.tb00424.x
Practice and Privilege: Social Change and the Structure of Large Law Firms
resolves10.1287/orsc.13.4.370.2947
Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility
resolves10.1287/orsc.13.3.249.2776
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
resolves10.2307/2393988
Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology
resolves10.1177/001979399504800405
Leveraging Human Assets in Law Firms: Human Capital Structures and Organizational Capabilities
resolves10.1016/j.indmarman.2011.05.003
A solution business model: Capabilities and management practices for integrated solutions
resolves10.1006/obhd.2000.2884
The Process of Knowledge Transfer: A Diachronic Analysis of Stickiness
resolves10.1016/0048-7333(86)90027-2
Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy
The 14 references without a DOI — listed, not checked
no DOI — not checkedref3
no DOI — not checkedref6
no DOI — not checkedref8
no DOI — not checkedConsulting on the cusp of disruption
no DOI — not checkedCharting a path toward integrated solutions
no DOI — not checkedThe commodification of expertise: The case of systems development consulting
no DOI — not checkedFor those condemned to study the past
no DOI — not checkedWhat's your strategy for managing knowledge?
no DOI — not checkedThe burden of otherness: Limits of consultancy interventions in historical case studies
no DOI — not checkedref29
no DOI — not checkedref32
no DOI — not checkedref38
no DOI — not checkedref43
no DOI — not checkedGo downstream: The new profit imperative in manufacturing
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