On the public citation graph

Identifying and appraising how managers install strategy

https://doi.org/10.1002/smj.4250080102
0 signed · 204 inferred · view as graph

Inferred edges come from two machine sources: sweeps of open repository metadata (mostly SSRN and Zenodo), and a bulk OpenAlex citation snapshot. Every row below is labelled with the one it came from. Neither is a complete citation index — absence here is not evidence of absence.

Is this your work? Sign in with ORCID and put your name on the claims that are yours.
Claim with ORCID
Reference health. See whether every reference in this work resolves to a known work and none has been retracted — and get a dated CiteStamped badge you can embed.
See reference health

What this work says

Outgoing claims: the papers this work cites, builds on, or argues with.

inferredcites →https://doi.org/10.1002/smj.4250050105openalex-snapshot
A strategic planning network for non‐profit organizations
inferredcites →https://doi.org/10.1016/0030-5073(73)90052-4openalex-snapshot
A comparative study of differences in subjective likelihood estimates made by individuals, interacting groups, Delphi groups, and nominal groups
inferredcites →https://doi.org/10.1037/11774-000openalex-snapshot
Statistical principles in experimental design.
inferredcites →https://doi.org/10.1057/jors.1976.96openalex-snapshot
Implementing Operations Research/Management Science
inferredcites →https://doi.org/10.1111/j.1540-5915.1979.tb00037.xopenalex-snapshot
UTILITY MODELS FOR MULTIPLE OBJECTIVE DECISIONS: DO THEY ACCURATELY REPRESENT HUMAN PREFERENCES?*
inferredcites →https://doi.org/10.1146/annurev.psych.50.1.361openalex-snapshot
ORGANIZATIONAL CHANGE AND DEVELOPMENT
inferredcites →https://doi.org/10.1177/001872674800100408openalex-snapshot
Overcoming Resistance to Change
inferredcites →https://doi.org/10.1177/002188637100700404openalex-snapshot
A Group Process Model for Problem Identification and Program Planning
inferredcites →https://doi.org/10.1177/107554708000100303openalex-snapshot
Knowledge Creep and Decision Accretion
inferredcites →https://doi.org/10.1287/mnsc.11.4.b69openalex-snapshot
The Researcher and The Manager: A Dialectic of Implementation
inferredcites →https://doi.org/10.1287/mnsc.20.8.1157openalex-snapshot
The Researcher and the Manager: A Comparative View of the Need for Mutual Understanding
inferredcites →https://doi.org/10.1287/mnsc.23.5.499openalex-snapshot
An Experimental Comparison of the Effectiveness of Three Planning Methods
inferredcites →https://doi.org/10.1287/mnsc.27.11.1309openalex-snapshot
An Evolutionary Strategy for Implementing a Decision Support System
inferredcites →https://doi.org/10.17730/humo.11.4.k6p20p687j667144openalex-snapshot
The Need for Research on the Communication of Research Results
inferredcites →https://doi.org/10.2307/1419292openalex-snapshot
Statistical Principles in Experimental Design
inferredcites →https://doi.org/10.2307/2087246openalex-snapshot
Readings in Social Psychology.
inferredcites →https://doi.org/10.2307/2392045openalex-snapshot
The Structure of "Unstructured" Decision Processes
inferredcites →https://doi.org/10.2307/2392273openalex-snapshot
Strategic Management: A New View of Business Policy and Planning.
inferredcites →https://doi.org/10.2307/2392533openalex-snapshot
The Utilization Process: A Conceptual Framework and Synthesis of Empirical Findings
inferredcites →https://doi.org/10.2307/2392599openalex-snapshot
The Case Study Crisis: Some Answers
inferredcites →https://doi.org/10.2307/256075openalex-snapshot
Tracking Strategy in an Entrepreneurial Firm.
inferredcites →https://doi.org/10.2307/256104openalex-snapshot
Structural Change and Performance: Quantum Versus Piecemeal-Incremental Approaches
inferredcites →https://doi.org/10.2307/258249openalex-snapshot
What to Study: Generating and Developing Research Questions
inferredcites →https://doi.org/10.2307/jj.12381759.38openalex-snapshot
The Bases of Social Power
inferredcites →https://doi.org/10.3115/980190.980240openalex-snapshot
Understanding human action
inferredcites →https://doi.org/10.4135/9781483346342.n154openalex-snapshot
Interpersonal Dynamics
inferredcites →https://doi.org/10.5465/amr.1983.4284376openalex-snapshot
Research Methodologies for Contingency Approaches to Business Strategy
inferredcites →https://doi.org/10.5465/amr.1983.4284649openalex-snapshot
Learning the Craft of Organizational Research

What points at this work

Incoming claims: where this work appears in other papers’ reference lists and arguments.

inferred← citeshttps://doi.org/10.2139/ssrn.1973407openalex-extracted
A Processual Operational Framework for Implementation of Strategies and Policies: An Iterative Grounded Approach
inferred← citeshttps://doi.org/10.1002/(sici)1097-0266(199610)17:8<633::aid-smj837>3.0.co;2-6openalex-snapshot
PLANNING IN AMBIGUOUS CONTEXTS: THE DILEMMA OF MEETING NEEDS FOR COMMITMENT AND DEMANDS FOR LEGITIMACY
inferred← citeshttps://doi.org/10.1002/9781119010722.iesc0018openalex-snapshot
Change Communication
inferred← citeshttps://doi.org/10.1002/9781119431503.ch5openalex-snapshot
Communication Approaches and Strategies
inferred← citeshttps://doi.org/10.1002/9781444340372.ch2openalex-snapshot
Processes of Communication during Change
inferred← citeshttps://doi.org/10.1002/9781444340372.ch5openalex-snapshot
Communication Approaches and Strategies
inferred← citeshttps://doi.org/10.1002/hrm.10072openalex-snapshot
When executives influence peers: Does function matter?
inferred← citeshttps://doi.org/10.1002/hrm.3930310404openalex-snapshot
Helping top management avoid failure during planned change
inferred← citeshttps://doi.org/10.1002/jsc.4240020503openalex-snapshot
Planned change and organizational success
inferred← citeshttps://doi.org/10.1002/nml.21083openalex-snapshot
Uncharted Waters: Exploring the Relationship between Strategy Processes and Management Control Systems in the Nonprofit Sector
inferred← citeshttps://doi.org/10.1002/smj.193openalex-snapshot
Consensus formation during strategic change
inferred← citeshttps://doi.org/10.1002/smj.2156openalex-snapshot
Managing strategic change: The duality of CEO personality
inferred← citeshttps://doi.org/10.1002/smj.4250100205openalex-snapshot
Selecting tactics to implement strategic plans
inferred← citeshttps://doi.org/10.1002/smj.4250100308openalex-snapshot
Research notes and communications strategic process effects on consensus
inferred← citeshttps://doi.org/10.1002/smj.4250100707openalex-snapshot
New CEO intervention and dynamics of deliberate strategic change
inferred← citeshttps://doi.org/10.1002/smj.4250131012openalex-snapshot
Middle management involvement in strategy and its association with strategic type: A research note
inferred← citeshttps://doi.org/10.1002/smj.4250140502openalex-snapshot
Critical factors affecting the planning and implementation of major projects
inferred← citeshttps://doi.org/10.1002/smj.629openalex-snapshot
Intended and unintended termination of international joint ventures
inferred← citeshttps://doi.org/10.1007/978-1-349-13016-0_12openalex-snapshot
Implementing Strategy in a Newly Acquired Firm
inferred← citeshttps://doi.org/10.1007/978-1-4615-6195-8_11openalex-snapshot
Spinning a Complex Web: Links between Strategic Decision Making Context, Content, Process, and Outcome
inferred← citeshttps://doi.org/10.1007/978-1-4615-6195-8_13openalex-snapshot
Successful and Unsuccessful Tactics in Decision Making
inferred← citeshttps://doi.org/10.1007/978-3-030-50131-0_19openalex-snapshot
Mid-Level Managers in Terms of Strategic Role and Functions
inferred← citeshttps://doi.org/10.1007/978-3-030-62171-1_6openalex-snapshot
Do Entrepreneurial Business and Political Connections Lead to Greater Firm Performance? Exploring Informal-Sector Micro-enterprises in Sri Lanka
inferred← citeshttps://doi.org/10.1007/978-3-030-66252-3_2554openalex-snapshot
Transformation Metaphor of Organizations
inferred← citeshttps://doi.org/10.1007/978-3-031-51650-4_89-1openalex-snapshot
Implementation Tactics
inferred← citeshttps://doi.org/10.1007/978-3-319-20928-9_2554openalex-snapshot
Transformation Metaphor of Organizations
inferred← citeshttps://doi.org/10.1007/978-3-319-31816-5_2554-1openalex-snapshot
Transformation Metaphor of Organizations
inferred← citeshttps://doi.org/10.1007/978-3-322-81590-3_8openalex-snapshot
Literaturverzeichnis
inferred← citeshttps://doi.org/10.1007/978-3-322-82430-1_5openalex-snapshot
Zusammenhänge zwischen Führungs- und Entscheidungsforschung
inferred← citeshttps://doi.org/10.1007/978-3-322-84425-5_17openalex-snapshot
Globalisierungsstrategien und ihre Umsetzung im internationalen Wettbewerb
inferred← citeshttps://doi.org/10.1007/978-3-322-84442-2_10openalex-snapshot
Strategie-Projekte und Implementierungstaktiken
inferred← citeshttps://doi.org/10.1007/978-3-322-91291-6_1openalex-snapshot
Strukturwirkungen strategischer Entscheidungen: Die Forschungszielsetzung einer Studie als Moderator der metaanalytischen Untersuchung
inferred← citeshttps://doi.org/10.1007/978-3-663-01667-0_4openalex-snapshot
Träger, Stil und Organisation der Strategieimplementierung
inferred← citeshttps://doi.org/10.1007/978-3-8349-8123-3_3openalex-snapshot
Entwicklung einer Konzeption zur Strategieimplementierung
inferred← citeshttps://doi.org/10.1007/978-3-8349-8123-3_5openalex-snapshot
Fallbeispiele zur Strategieimplementierung
inferred← citeshttps://doi.org/10.1007/978-981-96-6143-5_26openalex-snapshot
Middle Managers’ Roles and Activities in International Partnerships
inferred← citeshttps://doi.org/10.1007/978-981-97-1998-3_26-1openalex-snapshot
Middle Managers’ Roles and Activities in International Partnerships
inferred← citeshttps://doi.org/10.1007/s00187-016-0230-9openalex-snapshot
Exploring strategic planning outcomes: the influential role of top versus middle management participation
inferred← citeshttps://doi.org/10.1007/s10551-006-9242-yopenalex-snapshot
Taming Trojan Horses: Identifying and Mitigating Corporate Social Responsibility Risks
inferred← citeshttps://doi.org/10.1007/s11229-025-05098-0openalex-snapshot
How can members of large, complex groups know the group’s attitudes?
inferred← citeshttps://doi.org/10.1016/0024-6301(88)90035-0openalex-snapshot
Strategy in action—Techniques for implementing strategy
inferred← citeshttps://doi.org/10.1016/0166-4972(88)90058-2openalex-snapshot
Fitting the strategic planning process to organization: A clinical study of Burroughs Wellcome Co.
inferred← citeshttps://doi.org/10.1016/0305-0483(95)00022-gopenalex-snapshot
Implementation style and use of implementation approaches
inferred← citeshttps://doi.org/10.1016/0969-5931(94)00033-iopenalex-snapshot
Middle-manager effort in strategy implementation: A multinational perspective
inferred← citeshttps://doi.org/10.1016/j.emj.2005.12.004openalex-snapshot
TMG Social Capital, Strategic Choice and Firm Performance
inferred← citeshttps://doi.org/10.1016/j.emj.2018.07.005openalex-snapshot
The impact of organisational politics and trust in the top management team on strategic decision implementation success: A middle-manager's perspective
inferred← citeshttps://doi.org/10.1016/j.leaqua.2010.10.009openalex-snapshot
Leadership across levels: Levels of leaders and their levels of impact
inferred← citeshttps://doi.org/10.1016/j.pursup.2025.100995openalex-snapshot
Implementing PBC as a procurement strategy in the public sector: Understanding strategy-structure fit
inferred← citeshttps://doi.org/10.1016/j.ribaf.2008.03.010openalex-snapshot
International innovation and strategic initiatives: A research agenda
inferred← citeshttps://doi.org/10.1016/s0024-6301(02)00035-3openalex-snapshot
Devising Context Sensitive Approaches To Change: The Example of Glaxo Wellcome
inferred← citeshttps://doi.org/10.1016/s0148-2963(00)00157-0openalex-snapshot
The strategic implementation process: evoking strategic consensus through communication
inferred← citeshttps://doi.org/10.1016/s0148-2963(96)00207-xopenalex-snapshot
Top Management Decision Sharing and Adherence to Plans
inferred← citeshttps://doi.org/10.1016/s0148-2963(97)00228-2openalex-snapshot
Interaction of Strategy Implementation and Power Perceptions in Franchise Systems
inferred← citeshttps://doi.org/10.1016/s0148-2963(99)00040-5openalex-snapshot
The impact of market and organisational challenges on marketing strategy decision-making: a qualitative investigation of the business-to-business sector
inferred← citeshttps://doi.org/10.1016/s0149-2063(00)00081-7openalex-snapshot
Belaboring the Not-So-Obvious: Consensus, Commitment, and Strategy Implementation Speed and Success
inferred← citeshttps://doi.org/10.1016/s0272-6963(03)00003-2openalex-snapshot
Alignment of strategic priorities and performance: an integration of operations and strategic management perspectives
inferred← citeshttps://doi.org/10.1016/s0897-3016(06)16008-5openalex-snapshot
Strategically Repositioning and Transforming Public Organizations
inferred← citeshttps://doi.org/10.1016/s0925-5273(98)00201-1openalex-snapshot
The forces that shape organisational performance measurement systems:
inferred← citeshttps://doi.org/10.1016/s0963-8687(01)00041-5openalex-snapshot
How CIOs obtain peer commitment to strategic IS proposals: barriers and facilitators
inferred← citeshttps://doi.org/10.1016/s1047-8310(98)90005-0openalex-snapshot
Adherence to plans, risk taking, and environment as predictors of firm growth
inferred← citeshttps://doi.org/10.1016/s1479-361x(00)01007-3openalex-snapshot
Acquisition strategy and target resistance: A theory of countervailing effects of pre-merger bidding and post merger integration
inferred← citeshttps://doi.org/10.1017/cbo9780511615313.006openalex-snapshot
The complexities of strategy implementation
inferred← citeshttps://doi.org/10.1017/jmo.2014.77openalex-snapshot
Strategy implementation: What is the failure rate?
inferred← citeshttps://doi.org/10.1023/a:1026582312232openalex-snapshot
The General Manager's Perspective On How Factionalism Can Impact the Behaviors and Effectiveness of Top Managers Inside A Shared Management Joint Venture
inferred← citeshttps://doi.org/10.1057/978-1-137-00772-8_297openalex-snapshot
Top Management Teams
inferred← citeshttps://doi.org/10.1057/978-1-349-94848-2_297-1openalex-snapshot
Top Management Teams
inferred← citeshttps://doi.org/10.1057/palgrave.jors.2601266openalex-snapshot
Prioritisation of an IT budget within a local authority
inferred← citeshttps://doi.org/10.1080/00207540500045634openalex-snapshot
Linking management control system with product development and process decisions to cope with environment complexity
inferred← citeshttps://doi.org/10.1080/00207540701673465openalex-snapshot
Alignment of operations strategy, information strategic orientation, and performance: an empirical study
inferred← citeshttps://doi.org/10.1080/00909880009365553openalex-snapshot
“Blindsided by that one” and “I saw that one coming”: The relative anticipation and occurrence of communication problems and other problems in implementers' hindsight
inferred← citeshttps://doi.org/10.1080/0267257x.1996.9964405openalex-snapshot
Implementing marketing strategy
inferred← citeshttps://doi.org/10.1080/08276331.2020.1786646openalex-snapshot
The entrepreneur’s go-to-market innovation strategy: towards a decision-analytic framework and a road mapping process to create radically successful businesses driving spectacular growth and profitability
inferred← citeshttps://doi.org/10.1080/09652540903536982openalex-snapshot
Ambidextrous organizations and firm performance: the role of marketing function implementation
inferred← citeshttps://doi.org/10.1080/09652549400000011openalex-snapshot
Product managers' influence tactics in marketing strategy development and implementation
inferred← citeshttps://doi.org/10.1080/09652549600000004openalex-snapshot
Enhancing functional and organizational performance via strategic consensus and commitment
inferred← citeshttps://doi.org/10.1080/14697010802594604openalex-snapshot
Communicating Change: A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches
inferred← citeshttps://doi.org/10.1080/14783360802614323openalex-snapshot
Constructs and systems: Connecting strategy deployment and performance excellence
inferred← citeshttps://doi.org/10.1080/14783363.2011.625185openalex-snapshot
Is TQM more difficult to implement than other transformational strategies?
inferred← citeshttps://doi.org/10.1080/15309576.2025.2476572openalex-snapshot
Understanding the Role of Legitimacy During Strategic Change in Public Organizations: A Review and Research Agenda
inferred← citeshttps://doi.org/10.1080/23808985.1998.11678949openalex-snapshot
Reconceptualizing Organizational Change Implementation as a Communication Problem: A Review of Literature and Research Agenda
inferred← citeshttps://doi.org/10.1080/713674358openalex-snapshot
Managing the Paradoxes of Strategic Change
inferred← citeshttps://doi.org/10.1108/01437730510633700openalex-snapshot
Stakeholder leadership: organizational change and power
inferred← citeshttps://doi.org/10.1108/01443570610651052openalex-snapshot
Implementation of patient safety initiatives in US hospitals
inferred← citeshttps://doi.org/10.1108/02656710610672443openalex-snapshot
The role of follow‐up in achieving results from self‐assessment processes
inferred← citeshttps://doi.org/10.1108/09513559110143175openalex-snapshot
The Strategic Management Model: A Prescription (Rx) for the CEO
inferred← citeshttps://doi.org/10.1108/09564239510078849openalex-snapshot
Internal marketing: a review and some interdisciplinary research challenges
inferred← citeshttps://doi.org/10.1108/09696470610680008openalex-snapshot
Organizational learning, change and power: toward a practice‐theory framework
inferred← citeshttps://doi.org/10.1108/09696470810852311openalex-snapshot
From situated practice to informed theory
inferred← citeshttps://doi.org/10.1108/978-1-68123-615-520251006openalex-snapshot
Strategy Implementation as a Dynamic Capability
inferred← citeshttps://doi.org/10.1108/978-1-78756-811-220201011openalex-snapshot
References
inferred← citeshttps://doi.org/10.1108/jsma-06-2014-0041openalex-snapshot
Choice of an authoritative style when implementing a survival urgency-based strategic change
inferred← citeshttps://doi.org/10.1108/ribs-10-2016-0065openalex-snapshot
Factors affecting strategy implementation
inferred← citeshttps://doi.org/10.1108/s0897-3016(2011)0000019009openalex-snapshot
Toward a Dynamic Description of the Attributes of Organizational Change
inferred← citeshttps://doi.org/10.1109/hicss.1989.48143openalex-snapshot
The pitfalls of strategic data and systems planning: a research agenda
inferred← citeshttps://doi.org/10.1111/1467-6486.00401openalex-snapshot
Planned or Prioritized? Two Options in Managing the Implementation of Strategic Decisions*
inferred← citeshttps://doi.org/10.1111/1467-6486.t01-1-00004openalex-snapshot
Strategy Creation in the Periphery: Inductive Versus Deductive Strategy Making*
inferred← citeshttps://doi.org/10.1111/1467-8551.00266openalex-snapshot
From Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries
inferred← citeshttps://doi.org/10.1111/b.9780631218616.2006.00003.xopenalex-snapshot
Strategic Decision‐Making
inferred← citeshttps://doi.org/10.1111/ijmr.12091openalex-snapshot
Recovering the Divide: A Review of Strategy and Tactics in Business and Management
inferred← citeshttps://doi.org/10.1111/irel.12174openalex-snapshot
The Impact of Middle Manager Training on Productivity: A Test on Italian Companies
inferred← citeshttps://doi.org/10.1111/j.1467-6486.1991.tb00767.xopenalex-snapshot
Diversification and Performance: Critical Review and Future Directions*
inferred← citeshttps://doi.org/10.1111/j.1467-6486.1995.tb00339.xopenalex-snapshot
LINKING COMPETITIVE STRATEGY AND MANUFACTURING PROCESS TECHNOLOGY
inferred← citeshttps://doi.org/10.1111/j.1467-6486.1995.tb00793.xopenalex-snapshot
SUCCESS IN DECISION MAKING: DIFFERENT ORGANIZATIONS, DIFFERING REASONS FOR SUCCESS
inferred← citeshttps://doi.org/10.1111/j.1467-6486.2005.00546.xopenalex-snapshot
The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy
inferred← citeshttps://doi.org/10.1111/j.1467-6486.2006.00659.xopenalex-snapshot
Exploring the Political Side of Board Involvement in Strategy: A Study of Mixed‐Ownership Institutions*
inferred← citeshttps://doi.org/10.1111/j.1467-6486.2009.00837.xopenalex-snapshot
Stimulating Strategically Aligned Behaviour Among Employees
inferred← citeshttps://doi.org/10.1111/j.1467-8551.1990.tb00006.xopenalex-snapshot
Managing Strategic Change; The Role of Symbolic Action
inferred← citeshttps://doi.org/10.1111/j.1468-2885.2007.00291.xopenalex-snapshot
An Organizational Stakeholder Model of Change Implementation Communication
inferred← citeshttps://doi.org/10.1111/j.1540-4609.2005.00072.xopenalex-snapshot
Combining Operations Management and Information Systems Curricula: Assessing Alumni Preparations for the Workforce
inferred← citeshttps://doi.org/10.1111/j.1937-5956.1999.tb00058.xopenalex-snapshot
EXPLODING THE MYTH: DO ALL QUALITY MANAGEMENT PRACTICES CONTRIBUTE TO SUPERIOR QUALITY PERFORMANCE?
inferred← citeshttps://doi.org/10.11606/d.12.2016.tde-06092016-084846openalex-snapshot
Principais entraves e facilitadores da implementação de estratégias em empresas brasileiras
inferred← citeshttps://doi.org/10.1177/001872678904200604openalex-snapshot
Winning and Losing: Understanding Managers' Reactions to Strategic Change
inferred← citeshttps://doi.org/10.1177/0021886306289420openalex-snapshot
Destructive Dynamics of Middle Management Intervention in Postmerger Processes
inferred← citeshttps://doi.org/10.1177/002194360003700305openalex-snapshot
Innovation, Corporate Strategy, and Cul tural Context: What Is the Mission for International Business Communication?
inferred← citeshttps://doi.org/10.1177/0021943605285355openalex-snapshot
Advice on Communicating During Organizational Change: The Content of Popular Press Books
inferred← citeshttps://doi.org/10.1177/002570879104800103openalex-snapshot
Health Care Strategy Research, 1985-1990: A Critical Review
inferred← citeshttps://doi.org/10.1177/0095399711412730openalex-snapshot
Strategy Implementation and Public Service Performance
inferred← citeshttps://doi.org/10.1177/00953999922019184openalex-snapshot
Research on Strategic Management in Nonprofit Organizations
inferred← citeshttps://doi.org/10.1177/014920630002600406openalex-snapshot
Factors Influencing Creativity in the Domain of Managerial Decision Making
inferred← citeshttps://doi.org/10.1177/014920639101700204openalex-snapshot
Strategy Formation Processes in Health Care Organizations: A Context-Specific Examination of Context-Free Strategy Issues
inferred← citeshttps://doi.org/10.1177/014920639301900206openalex-snapshot
Transforming Public Organizations with Strategic Management and Strategic Leadership
inferred← citeshttps://doi.org/10.1177/0170840616655495openalex-snapshot
‘It Sends a Cold Shiver down my Spine’: Ghostly Interruptions to Strategy Implementation
inferred← citeshttps://doi.org/10.1177/017084069701800402openalex-snapshot
Implementing Strategic Decisions: Four Key Success Factors
inferred← citeshttps://doi.org/10.1177/030630700903400304openalex-snapshot
Middle Managers' Involvement in Strategic Planning: An Examination of Roles and Influencing Factors
inferred← citeshttps://doi.org/10.1177/0893318901151001openalex-snapshot
Communicating Change to Nonprofit Stakeholders
inferred← citeshttps://doi.org/10.1177/105268460101100103openalex-snapshot
Influence Strategies of Principals: Ordinary Times Compared with Times of Change
inferred← citeshttps://doi.org/10.1177/1059601100254005openalex-snapshot
An Exploration of Employee Participation Using a Scaling Approach
inferred← citeshttps://doi.org/10.1177/105960119101600202openalex-snapshot
Leadership Succession
inferred← citeshttps://doi.org/10.1177/1350507600314001openalex-snapshot
Strategy through a Cultural Lens
inferred← citeshttps://doi.org/10.1177/1548051808316050openalex-snapshot
Acquisition Issues
inferred← citeshttps://doi.org/10.1177/23197145251387907openalex-snapshot
Playing Small as Big: Entrepreneurial Middle Manager at the Intersection of Translation and Transformation
inferred← citeshttps://doi.org/10.1287/orsc.1070.0296openalex-snapshot
On the Problem of Participation in Strategy: A Critical Discursive Perspective
inferred← citeshttps://doi.org/10.1287/orsc.2019.1332openalex-snapshot
How Can Pluralistic Organizations Proceed with Strategic Change? A Processual Account of Rhetorical Contestation, Convergence, and Partial Agreement in a Nordic City Organization
inferred← citeshttps://doi.org/10.1371/journal.pone.0249246openalex-snapshot
Matching middle and top managers: Do gender and tenure similarities between middle and top managers affect organizational performance?
inferred← citeshttps://doi.org/10.14267/phd.2020027openalex-snapshot
Dialógus a változásmenedzsmentben: A megértés, az együtt-cselekvés és a változás feltételei és lehetőségei az európai légiforgalmi irányításban
inferred← citeshttps://doi.org/10.14267/veztud.2016.06.04openalex-snapshot
A szervezeti változással szembeni ellenállás mint természetes és szükségszerű gyászfolyamat
inferred← citeshttps://doi.org/10.14267/veztud.2020.05.02openalex-snapshot
Complexity of change and its relationship with the levels of cooperation needed during a change process
inferred← citeshttps://doi.org/10.14783/maruoneri.734125openalex-snapshot
THE ROAD, THE ROADBLOCKS AND DIVERSIONS ON THE WAY TO TODAY’S STRATEGY CONCEPT
inferred← citeshttps://doi.org/10.18568/1980-4865.13259-70openalex-snapshot
What do we know about internationalization strategies implementation and what are we missing?
inferred← citeshttps://doi.org/10.20381/ruor-3067openalex-snapshot
Stakeholder Participation in Primary Care System Change: A Case Study Examination of the Introduction of the First Nurse Practitioner-Led Clinic in Ontario
inferred← citeshttps://doi.org/10.20409/berj.2019.227openalex-snapshot
Orta Düzey Yönetim/Yönetici Üzerine Bir Literatür Araştırması
inferred← citeshttps://doi.org/10.20473/jmtt.v2i2.2381openalex-snapshot
Strategic Leadership as Determinant of Strategic Change: A Theoretical Review and Propositions
inferred← citeshttps://doi.org/10.21315/aamj2022.27.1.9openalex-snapshot
The Implications of the Implementation Style and Middle Management Efforts in Strategy Management Implementation and Public Organisational Performance
inferred← citeshttps://doi.org/10.21427/d72v26openalex-snapshot
The Role of the Middle Manager in the Strategy Development Process of the Multinational Subsidiary
inferred← citeshttps://doi.org/10.2307/256318openalex-snapshot
RESEARCH NOTES. THE PAST IS THE PAST--OR IS IT? THE USE OF RETROSPECTIVE ACCOUNTS AS INDICATORS OF PAST STRATEGY.
inferred← citeshttps://doi.org/10.2307/256547openalex-snapshot
IMPLEMENTING EXTERNALLY INDUCED INNOVATIONS: A COMPARISON OF RULE-BOUND AND AUTONOMOUS APPROACHES.
inferred← citeshttps://doi.org/10.2307/256728openalex-snapshot
BUILDING COMMITMENT, ATTACHMENT, AND TRUST IN STRATEGIC DECISION-MAKING TEAMS: THE ROLE OF PROCEDURAL JUSTICE.
inferred← citeshttps://doi.org/10.2307/3094890openalex-snapshot
Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers
inferred← citeshttps://doi.org/10.2307/4131439openalex-snapshot
Strategic Planning as an Integrative Device
inferred← citeshttps://doi.org/10.25300/misq/2013/37.3.03openalex-snapshot
A Dramaturgical Model of the Production of Performance Data1
inferred← citeshttps://doi.org/10.30918/aerj.74.17.004openalex-snapshot
Researching together: Aligning academic employees with the institution’s research strategy
inferred← citeshttps://doi.org/10.3390/admsci7010004openalex-snapshot
Strategy Implementation Style and Public Service Effectiveness, Efficiency, and Equity
inferred← citeshttps://doi.org/10.36394/jhss/21/1/18openalex-snapshot
Authentic Strategy – Calling for More than Just Good Strategy
inferred← citeshttps://doi.org/10.38188/2534-9228.20.3.03openalex-snapshot
Strategic change management at CUNIX infotech
inferred← citeshttps://doi.org/10.4018/978-1-4666-4753-4.ch004openalex-snapshot
Knowledge Management Strategy as a Chance of Small and Medium-Sized Enterprises
inferred← citeshttps://doi.org/10.4018/978-1-5225-1913-3.ch028openalex-snapshot
Knowledge Management Strategy as a Chance of Small and Medium-Sized Enterprises
inferred← citeshttps://doi.org/10.4236/ce.2023.1412157openalex-snapshot
Unleashing Strategic Leadership Potential: Embracing Stewardship Theory for Strategy Execution and Organizational Growth
inferred← citeshttps://doi.org/10.4337/9781849807289.00015openalex-snapshot
Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation
inferred← citeshttps://doi.org/10.46550/amormundi.v4i8.319openalex-snapshot
ESTRATÉGIAS DE EMPRESAS NO CONTEXTO DA INTERNACIONALIZAÇÃO
inferred← citeshttps://doi.org/10.47672/jsm.1424openalex-snapshot
Effect of Resource Allocation on Strategy Implementation in Kenya’s Tourism Industry: Case of Kenya Government Tourism Agencies
inferred← citeshttps://doi.org/10.48780/publications.aston.ac.uk.00039133openalex-snapshot
The dynamic nature of strategic consensus:a longitudinal study of multi-level cognitive shifts during a crisis
inferred← citeshttps://doi.org/10.53311/sjlt.pub2601openalex-snapshot
Kirkeledelse
inferred← citeshttps://doi.org/10.5465/amr.1997.9707180259openalex-snapshot
TOWARD A THEORY OF STRATEGIC CHANGE: A MULTI-LENS PERSPECTIVE AND INTEGRATIVE FRAMEWORK
inferred← citeshttps://doi.org/10.5465/amr.2000.2791608openalex-snapshot
Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal
inferred← citeshttps://doi.org/10.5465/amr.2014.0172openalex-snapshot
Taking Historical Embeddedness Seriously: Three Historical Approaches to Advance Strategy Process and Practice Research
inferred← citeshttps://doi.org/10.5465/annals.2015.0133openalex-snapshot
Time in Strategic Change Research
inferred← citeshttps://doi.org/10.5465/annals.2018.0137openalex-snapshot
Completing the Adaptive Turn: An Integrative View of Strategy Implementation
inferred← citeshttps://doi.org/10.5539/ibr.v9n11p16openalex-snapshot
Issues in Marketing Strategy Implementation
inferred← citeshttps://doi.org/10.5539/ijbm.v8n10p81openalex-snapshot
Institutional Related Factors Affecting the Implementation of Strategic Plans in Local Authorities in Kenya: A Case of Municipal Council of Eldoret
inferred← citeshttps://doi.org/10.5771/0935-9915-2004-4-460openalex-snapshot
Strategy Implementation Tactics as Response to Organizational, Strategic, and Environmental Imperatives
inferred← citeshttps://doi.org/10.5771/0935-9915-2009-2-158openalex-snapshot
Leading and Managing Organizational Change Initiatives
inferred← citeshttps://doi.org/10.70675/8a45b836z7c51z4b62zac1ezee8a779f6b59openalex-snapshot
The roles and behaviors of upper and middle management within the strategic renewal process
inferred← citeshttps://doi.org/10.7936/k7862dmkopenalex-snapshot
Strategic Management in Nonprofit Mental Health Service Organizations: Understanding Processes and Impact on Performance
inferred← citeshttps://doi.org/10.82444/warw.33644308openalex-snapshot
Hybrid upper middle manager strategizing practices : linking archetypes and contingencies in the UK business school deanship
inferred← citeshttps://doi.org/10.9741/2327-8455.1140openalex-snapshot
Toward Strategy Implementation Success: An Empirical Study of the Role of Senior-Level Leaders in the Nevada Gaming Industry
inferred← citeshttps://doi.org/10.9790/487x-16422127openalex-snapshot
Factors That Influence the Level of Staff Involvement in the Strategic Planning Process in Public Institutions
Editorial review for independent work. ICSAC — the Institute for Complexity Science and Advanced Computing — runs a structured editorial panel for researchers publishing outside journals, and publishes on CiteStamp rails. Submission is free and goes through ORCID: icsacinstitute.org/submit.