| Investor tastes, corporate behavior and stock returns: An analysis of corporate social responsibility |
Ac:110 |
OR/MS / 64 / 1-2 / 11 |
| Cultural imprinting, institutions and the organization of new firms |
Ac:100 |
OR/MS / 60 / 3-4 / 175 |
| Modeling and validating public-private partnerships in disaster management |
Ac:220 |
OR/MS / 60 / 3-4 / 179 |
| Showrooming and webrooming: Information externalities between online and offline sellers |
Ac:140 |
OR/MS / 60 / 1-2 / 15 |
| Towards a political theory of the firm |
Ac:100 |
OR/MS / 59 / 3-4 / 191 |
| Brand loyalty versus store loyalty: Consumers’ role in determining dependence structure of supplier-retailer dyads |
Ac:130 |
OR/MS / 59 / 3-4 / 195 |
| Reducing complexity by creating complexity: A systems theory
perspective on how organizations respond to their environments |
Ac:100 |
OR/MS / 58 / 3 / 187 |
| The lives and deaths of jobs:
Technical interdependence and survival in a job structure |
Ac:100 |
OR/MS / 57 / 5-6 / 433 |
| Why are firms rigid? A general framework and empirical tests |
Ac:100 |
OR/MS / 57 / 3 / 187 |
| Modeling public–private partnerships in disaster management
via centralized and decentralized models |
Ac:220 |
OR/MS / 57 / 3 / 191 |
| Age-related structural inertia: A distance-based approach |
Ac:130 |
OR/MS / 56 / 5-6 / 431 |
| The timing of capacity investment with lead times:
When do firms act in unison? |
Ac:110 |
OR/MS / 56 / 4 / 309 |
| History and the sizes of cities |
Ac:220 |
OR/MS / 56 / 4 / 313 |
| Foundation of nomology |
Ac:100 |
OR/MS / 56 / 3 / 187 |
| How emerging organizations take form: The role of imprinting and values in organizational bricolage |
Ac:100 |
OR/MS / 56 / 1-2 / 17 |
| When do spinouts enhance parent firm performance? Evidence from the U.S. automobile industry, 1890-1986 |
Ac:100 |
OR/MS / 55 / 4 / 309 |
| Enterprise optimization |
Ac:110 |
OR/MS / 55 / 4 / 313 |
| Vertical integration under competition: Forward, backward, or no integration? |
Ac:100 |
OR/MS / 55 / 3 / 187 |
| Autonomy or control? Organizational architecture and corporate attention to stakeholders |
Ac:100 |
OR/MS / 55 / 3 / 191 |
| A stupidity-based theory of organizations |
Ac:100 |
OR/MS / 53 / 5-6 / 435 |
| Organizational economics of capability and heterogeneity |
Ac:110 |
OR/MS / 53 / 5-6 / 439 |
| What firms make vs. what they know: How firms’ production and knowledge boundaries affect competitive advantage in
the face of technological change |
Ac:100 |
OR/MS / 53 / 3 / 187 |
| Lean and hungry or fat and content? Entrepreneurs’ wealth and start-up performance |
Ac:110 |
OR/MS / 52 / 1-2 / 17 |
| A general interindustry relatedness index |
Ac:100 |
OR/MS / 49 / 4 / 309 |
| Balanced management control systems as a mechanism for achieving corporate entrepreneurship |
Ac:100 |
OR/MS / 47 / 6 / 601 |
| Corporate reputation and social performance: The importance of fit |
Ac:100 |
OR/MS / 47 / 5 / 485 |
| Business models for technology in the developing world: The role of non-governmental organizations |
Ac:170 |
OR/MS / 47 / 2 / 121 |
| Designing work within and between organizations |
Ac:100 |
OR/MS / 47 / 1 / 17 |
| Building organization theory from the first principles: The self-enhancement motive and understanding power and influence |
Ac:100 |
OR/MS / 46 / 6 / 601 |
| Designing the boundaries of the firm: From “make, buy or ally” to the dynamic benefits of vertical architecture |
Ac:100 |
OR/MS / 46 / 4 / 361 |
| Organization design and effectiveness over the innovation life cycle |
Ac:100 |
OR/MS / 46 / 4 / 363 |
| Organization design and effectiveness over the innovation life cycle |
Ac:100 |
OR/MS / 46 / 4 / 367 |
| New evidence regarding organizational downsizing and a firm’s financial performance: A long-term analysis |
Ac:110 |
OR/MS / 46 / 1 / 13 |
| Structural flexibility: A new perspective on the design of manufacturing and service operations |
Ac:150 |
OR/MS / 46 / 1 / 17 |
| A knowledge-based theory of the firm – The problem-solving perspective |
Ac:100 |
OR/MS / 45 / 3 / 243 |
| Blueprinting the service company – Managing service processes efficiently |
Ac:190 |
OR/MS / 44 / 6 / 603 |
| A balanced scorecard analysis of performance metrics |
Ac:100 |
OR/MS / 44 / 5 / 485 |
| Work cells with staying power: Lessons for process-complete operations |
Ac:150 |
OR/MS / 44 / 4 / 361 |
| Managing the multiple identities of the corporation |
Ac:100 |
OR/MS / 43 / 6 / 603 |
| How tight are the ties that bind stakeholder groups? |
Ac:100 |
OR/MS / 42 / 6 / 601 |
| Technology and the courtroom: An inquiry into knowledge making in organizations |
Ac:100 |
OR/MS / 42 / 5 / 487 |
| Features of traditional Arab management and organization in the Jordan business environment |
Ac:100 |
OR/MS / 42 / 4 / 361 |
| Organization structure from a loose coupling perspective: A multidimensional approach |
Ac:100 |
OR/MS / 42 / 3 / 241 |
| The development of a scale to measure perceived corporate credibility |
Ac:100 |
OR/MS / 42 / 2 / 121 |
| Toward a stakeholder theory of the firm: The Saturn partnership |
Ac:100 |
OR/MS / 41 / 6 / 601 |
| In organization theory obvious to practitioners? A test of one established theory |
Ac:100 |
OR/MS / 41 / 5 / 481 |
| The social capital of French and American managers |
Ac:100 |
OR/MS / 41 / 5 / 485 |
| Exploring work system practices for time-based manufacturers: Their impact on competitive capabilities |
Ac:150 |
OR/MS / 41 / 5 / 487 |
| Paradox of coordination and control |
Ac:130 |
OR/MS / 41 / 2 / 121 |
| Manufacturing firms in developing countries: How well do they do and why? |
Ac:150 |
OR/MS / 41 / 2 / 123 |
| Security and coordination in a clandestine organization |
Ac:000 |
OR/MS / 41 / 1 / 13 |
| Early supplier involvement in customer new product development: A contingency model of component supplier intentions |
Ac:100 |
OR/MS / 41 / 1 / 15 |
| The coevolution of new organizational forms in the fashion industry: A historical and comparative study of France, Italy and the United States |
Ac:210 |
OR/MS / 41 / 1 / 17 |
| The coevolution of new organizational forms |
Ac:100 |
OR/MS / 40 / 6 / 607 |
| Organizations as adaptive systems in complex environments: The case of China |
Ac:290 |
OR/MS / 40 / 2 / 125 |
