Results 41 to 50 of about 187 (161)
Journal of Management Studies, EarlyView.Abstract This article develops a process model of how middle managers regulate the negative emotions of their team members to support strategy implementation. Based on a 9‐month ethnographic study in a public broadcasting company, we examine how managers navigate emotionally charged resistance to top‐down strategic themes during meetings.
Henrika Franck +3 more
wiley +1 more source
Læringsdynamikk mellom globalt og lokalt nivå – en casestudie av fortolkninger av styringssystemet
Magma, 2019 I denne artikkelen har vi undersøkt organisatorisk læring i interaksjonen mellom globalt og lokalt nivå i et multinasjonalt selskap med geografisk spredte datterselskaper.
June Borge Doornich, Katarina Kaarbøe
doaj +1 more source
Journal of Management Studies, EarlyView.Abstract While research on ecosystems and their orchestration has grown rapidly, we still know little about how individual strategic leaders may mobilize ecosystemic action in times of disruption. This article addresses this gap by drawing on an in‐depth case study of the Antwerp Square Mile, the world’s oldest and most renowned diamond trading ...
Bart De Keyser, Koen Vandenbempt
wiley +1 more source
Legacy as Evaluative Authorization: A Process Theory of Divergent Organizational Trajectories
Journal of Management Studies, EarlyView.Abstract Strategic reorientation entails justifying new directions in light of the past. While organizations invoke their past when facing strategic shifts, these invocations can yield divergent outcomes, enabling renewal in some cases while constraining change or producing stagnation and even decline in others.
Gideon D. Markman +3 more
wiley +1 more source
Legitimacy Mechanisms for the Diffusion of Reverse Innovation
Journal of Product Innovation Management, EarlyView.ABSTRACT While establishing legitimacy is crucial for the diffusion of reverse innovation in developed markets, the mechanisms required to establish legitimacy remain underexplored. Drawing on product innovation and legitimacy studies, we use a mixed‐methods approach to provide a comprehensive understanding of legitimacy mechanisms for reverse ...
Fatima Irfan +3 more
wiley +1 more source
Business: Theory and Practice, 2016 There is not a dominant model that could explain key factors of sensemaking of strategy implementation and interactions between them. The purpose of this study is designing and explaining the role of sensemaking in successful strategy implementation ...
Seyed Hamind Khodadad Hosseini +3 more
doaj +1 more source
Toward Sustainable Organizations: Routines to Embed Sustainability in Corporate Culture
Creativity and Innovation Management, Volume 35, Issue 3, Page 590-611, September 2026.ABSTRACT This study examines how organizations embed sustainability in corporate culture through recursive routinization—the dynamic interplay between formal structures and everyday practices that reinforce sustainability as a cultural norm. Drawing on qualitative research involving 26 large Italian organizations in various industries, the study ...
Diletta Di Marco, Raffaella Cagliano
wiley +1 more source
The implementation evaluation of primary care groups of practice: a focus on organizational identity
BMC Family Practice, 2010 Background Since 2002 the Health Ministry of Québec (Canada) has been implementing a primary care organizational innovation called 'family medicine groups'.
Pozzebon Marlei, Rodríguez Charo
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A Theory of Leadership Meta‐Talk and the Talking‐Doing Gap
Journal of Management Studies, Volume 63, Issue 6, Page 2861-2893, September 2026.Abstract We identify managers' meta‐level talk about the positive purpose, meaning, and significance of their actions as an overlooked type of leadership behaviour and call it leadership meta‐talk. We outline why leadership meta‐talk is not necessarily truthful or deceptive, but selective and loosely coupled with leadership practice.
Thomas Fischer, Mats Alvesson
wiley +1 more source
Journal of Management Studies, Volume 63, Issue 6, Page 3573-3610, September 2026.Abstract Emotions are a catalyst for actions. They are therefore important for developing an understanding of organizational routines as generative patterns of interdependent actions. To investigate how the performances and action patterns of routines are impacted by emotion changes brought about by alterations in the context of routine enactment, we ...
Emre Karali +3 more
wiley +1 more source