Every reference with a DOI in the deposited reference list resolved to a known
work in Crossref or DataCite at the dated check, and none carried a retraction,
withdrawal, or removal notice.
The 148 checked references that resolve
resolves10.1111/jpim.12615From ego‐systems to open innovation ecosystems: A process model of inter‐firm openness
resolves10.2307/41165921Motivating Creativity in Organizations: On Doing What You Love and Loving What You Do
resolves10.1016/j.lrp.2012.10.001Hierarchical Latent Variable Models in PLS-SEM: Guidelines for Using Reflective-Formative Type Models
resolves10.1287/orsc.1040.0065Friends or Strangers? Firm-Specific Uncertainty, Market Uncertainty, and Network Partner Selection
resolves10.1016/j.ijhm.2020.102499The link between environmental uncertainty, organizational agility, and organizational creativity in the hotel industry
resolves10.1016/j.respol.2009.12.007How can clusters sustain performance? The role of network strength, network openness, and environmental uncertainty
resolves10.1002/smj.4250131012Middle management involvement in strategy and its association with strategic type: A research note
resolves10.1111/caim.12187Studying Organizational Creativity as Process: Fluidity or Duality?
resolves10.1016/j.emj.2020.11.001Coopetition, value co-creation, and knowledge-enhancement in the UK alpaca industry: A multi-level mechanism
resolves10.1016/j.lrp.2016.09.001Making an Impression Through Openness: How Open Strategy-Making Practices Change in the Evolution of New Ventures
resolves10.2307/255916High Profit Strategies in Mature Capital Goods Industries: A Contingency Approach.
resolves10.2307/258434Upper Echelons: The Organization as a Reflection of Its Top Managers
resolves10.1080/10705510903439003A Comparison of Approaches for the Analysis of Interaction Effects Between Latent Variables Using Partial Least Squares Path Modeling
resolves10.1111/1467-8551.12473Strategy Formation Across Organizational Boundaries: An Interorganizational Process Model
resolves10.1177/01708406221106311Space and the Dynamic Between Openness and Closure: Open strategizing in the TV series
<i>Borgen</i>
resolves10.1080/23311975.2017.1361663Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior
resolves10.1016/j.lrp.2016.08.005Falling Short with Participation — Different Effects of Ideation, Commenting, and Evaluating Behavior on Open Strategizing
resolves10.1207/S15326934CRJ1302_5Perceptions of the Best and Worst Climates for Creativity: Preliminary Validation Evidence for the Situational Outlook Questionnaire
resolves10.1177/1476127015604125On the risk of studying practices in isolation: Linking what, who, and how in strategy research
resolves10.1177/0149206316685156High-Performance Work Practices and Organizational Creativity During Organizational Change: A Collective Learning Perspective
resolves10.1016/j.emj.2021.04.005Strategy frames in coopetition: An examination of coopetition entry factors in high-tech firms
resolves10.1111/ijmr.12274Making connections: Harnessing the diversity of strategy‐as‐practice research
resolves10.2307/256824CONDUCTING INTERORGANIZATIONAL RESEARCH USING KEY INFORMANTS.
resolves10.1016/j.jbusres.2019.09.038Stakeholder engagement in co-creation processes for innovation: A systematic literature review and case study
resolves10.1016/j.lrp.2016.07.001Radically Open Strategizing: How the Premium Cola Collective Takes Open Strategy to the Extreme
resolves10.1016/j.lrp.2023.102320Open strategizing on social media: A process model of emotional mechanisms and outcomes from un-orchestrated participation
resolves10.1111/j.1467-6486.2009.00842.xDo Birds of a Feather Flock Higher? The Effects of Partner Similarity on Innovation in Strategic Alliances in Knowledge‐Intensive Industries
resolves10.1016/j.im.2021.103434Artificial intelligence capability: Conceptualization, measurement calibration, and empirical study on its impact on organizational creativity and firm performance
resolves10.1111/emre.12471Bohemian like you? Managing people and organizations in creative industries
resolves10.1002/smj.2739Enacting knowledge strategy through social media:
<scp>P</scp>
assable trust and the paradox of nonwork interactions
resolves10.1187/cbe.20-01-0016“How Well Does Your Structural Equation Model Fit Your Data?”: Is Marcoulides and Yuan’s Equivalence Test the Answer?
resolves10.1111/jsbm.12430Collaborating Smartly: The Role of Open Strategy in Absorptive Capacity
resolves10.1016/j.jbusres.2021.10.065Relationships among organizational culture, open innovation, innovative ecosystems, and performance of firms: Evidence from an emerging economy context
resolves10.1002/smj.2723Inter‐organizational sensemaking in the face of strategic meta‐problems: Requisite variety and dynamics of participation
resolves10.1177/0170840614541886Enlarging the Strategy-as-Practice Research Agenda: Towards Taller and Flatter Ontologies
resolves10.1177/10963480211011629Organizational Cultures Determine Employee Innovation in Response to Seasonality: Regulatory Processes of Openness and Resistance
resolves10.1108/JM2-07-2014-0061Integrating knowledge management (KM) strategies and processes to enhance organizational creativity and performance
resolves10.3917/mana.211.0646Zones of participation (and non-participation) in open strategy: Desirable, actual and undesirable
resolves10.1016/j.lrp.2018.05.003Searching for innovation: Product, process, and business model innovations and search behavior in established firms
resolves10.1177/0093650219877093Assessing Organizational Information Visibility: Development and Validation of the Information Visibility Scale
resolves10.1080/14697017.2013.822674Middle Managers' Sensemaking and Interorganizational Change Initiation: Translation Spaces and Editing Practices
resolves10.1108/JKM-01-2021-0026Tacit knowledge in organizations: bibliometrics and a framework-based systematic review of antecedents, outcomes, theories, methods and future directions
resolves10.1111/j.1540-5915.2007.00173.xInterorganizational Governance Value Creation: Coordinating for Information Visibility and Flexibility in Supply Chains*
resolves10.1002/smj.2482Cheap talk? Strategy presentations as a form of chief executive officer impression management
resolves10.1016/j.jom.2013.09.003Leveraging supply chain visibility for responsiveness: The moderating role of internal integration
resolves10.1016/j.lrp.2016.06.007Opening M&A Strategy to Investors: Predictors and Outcomes of Transparency during Organisational Transition
resolves10.1002/bse.2060External involvement and green product innovation: The moderating role of environmental uncertainty
The 58 references without a DOI — listed, not checked
no DOI — not checkedComparing CB-SEM and PLS-SEM Results
no DOI — not checkedThe Political Dynamics of Opening Participation in Strategy: The role of strategy specialists' legitimacy and disposition to openness
no DOI — not checkedAn Inside View of IBM's 'Innovation Jam
no DOI — not checkedref28
no DOI — not checkedPulled in all directions: Open strategy participation as an attention contest
no DOI — not checkedAlternative ways of assessing model fit
no DOI — not checkedDual strategy process in open strategizing
no DOI — not checkedTesting measurement invariance of second-order factor models
no DOI — not checkedref35
no DOI — not checkedDisruptive Innovation for Social Change
no DOI — not checkedref39
no DOI — not checkedSocial
no DOI — not checkedSuccess Factors of Open Innovation -A Literature Review
no DOI — not checkedref64
no DOI — not checkedref68
no DOI — not checkedref69
no DOI — not checkedref70
no DOI — not checkedCan You See the Real Me?
no DOI — not checkedref75
no DOI — not checkedOpen Innovation and Stakeholder Engagement
no DOI — not checkedref77
no DOI — not checkedEntrepreneurial and Innovative Potential of the Creative Industry
no DOI — not checkedCharacteristics of Value Cocreation in a Learning Environment by Service Design and Service-Dominant Logic Frameworks
no DOI — not checkedref90
no DOI — not checkedref95
no DOI — not checkedref100
no DOI — not checkedref105
no DOI — not checkedref106
no DOI — not checkedOrganizational Drivers and Outcomes of Casino Employees
no DOI — not checkedGaming innovation ecosystem: actors, roles and co-innovation processes
no DOI — not checkedCoopetition and open strategy -common roots and shared strategic dilemma
no DOI — not checkedref113
no DOI — not checkedref115
no DOI — not checkedref117
no DOI — not checkedInnovation Capabilities in Creative Industries for the Futures Needs
no DOI — not checkedref121
no DOI — not checkedOpen strategizing and organizational resilience considering the environmental uncertainty
no DOI — not checkedCompetitive strategy for open and user innovation
no DOI — not checkedApplications of Some Measures of Multivariate Skewness and Kurtosis in Testing Normality and Robustness Studies
no DOI — not checkedSupplier transparency: scale development and validation
no DOI — not checkedThe role of management innovativeness in modern organizations
no DOI — not checkedref149
no DOI — not checkedThe relationship of industry structure to open innovation: cooperative value creation in pharmaceutical consortia
no DOI — not checkedref155
no DOI — not checkedRecommendations for Creating Better Concept Definitions in the Organizational
no DOI — not checkedWide open? Creative industries and open strategizing challenges
no DOI — not checkedref165
no DOI — not checkedref167
no DOI — not checkedMiddle Managers' Struggle Over Their Subject Position in Open Strategy Processes
no DOI — not checkedPractice-Theoretical Perspectives on Open Strategy: Implications of a Strong Programme
no DOI — not checkedOpen Strategy: A Review and Research Agenda
no DOI — not checkedref184
no DOI — not checkedFrom Cultural to Creative Industries: The Specific Characteristics of the Creative Industries
no DOI — not checkedref189
no DOI — not checkedref190
no DOI — not checkedref195
no DOI — not checkedStructural Equation Models with Nonnormal Variables: Problems and Remedies
no DOI — not checkedWhat inhibits cooperation with competitors? Barriers of coopetition in the high-tech sector
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