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Management innovation
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In this article, the authors present a set of reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles, but full text can be found on the Internet Archive.Abstract:
This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.read more
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ReportDOI
Modeling the Co-Production of Public Sector Innovation: Strategic Dimensions of Organizational Innovation within the Public Maritime Ports of the Pacific Northwest
TL;DR: Davis et al. as discussed by the authors modeled the co-production of public sector innovation: Strategic dimensions of Organizational Innovation within the public Maritime Ports of the Pacific Northwest (PMPAs).
Journal ArticleDOI
Industry and agency views of social media: Issues implementing dialogic communication
TL;DR: In this paper, the authors explore how marketing and communications professionals from a diverse range of industry and agency role contexts view social media, and present issues that organisations face in implementing dialogic communication.
Journal ArticleDOI
Entrepreneurial Orientation, Synergy and Firm Performance in the Agribusiness Context: An Emerging Market Economy Perspective
TL;DR: In this paper, the impact of a synergy approach entrepreneurial orientation model on agribusiness performance is analyzed by introducing collaborativeness as a dimension of entrepreneurial orientation, which provides a synergy between actors of entrepreneurial value creation and has a significant direct contribution to enterprise performance.
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Evolution of the Indian LPG industry: Exploring conditions for public sector business model innovation
TL;DR: In this article, the authors examine varying conditions in the public sector that require both supply-side and demand-side business model innovation for value creation, capture, and appropriation through deployment of digital government initiatives and policy interventions.
Journal ArticleDOI
The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance
TL;DR: In this article, the authors examined the role of deviant status (lower vs. higher rank) and organizational structure (vertical vs. horizontal) on individuals' responses to workplace deviance and found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager.
References
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Book ChapterDOI
Firm Resources and Sustained Competitive Advantage
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
Journal ArticleDOI
The Strength of Weak Ties
TL;DR: In this paper, it is argued that the degree of overlap of two individuals' friendship networks varies directly with the strength of their tie to one another, and the impact of this principle on diffusion of influence and information, mobility opportunity, and community organization is explored.
Posted Content
An Evolutionary Theory of Economic Change
TL;DR: In this paper, the authors developed an evolutionary theory of the capabilities and behavior of business firms operating in a market environment, including both general discussion and the manipulation of specific simulation models consistent with that theory.
Book
The art of case study research
TL;DR: In this article, an intensive study of case study research methods is presented, focusing on the Unique Case Research Questions and the Nature of Qualitative Research Data Gathering Analysis and Interpretation Case Researcher Roles Triangulation.
Journal ArticleDOI
Managing Legitimacy: Strategic and Institutional Approaches
TL;DR: This article synthesize the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches, and identify three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based upon normative approval; and cognitive, according to comprehensibility and taken-for-grantedness.