From situated practice to informed theory

Ancona, D.G. and Caldwell, D.F. (1992), “Bridging the boundary: external activity and performance in organizational teams”, Administrative Science Quarterly, Vol. 37, pp. 634‐65.

Argyris, C. (1977), “Double loop learning in organizations”, Harvard Business Review, September‐October, pp. 115‐25.

Argyris, C. (1982), “How learning and reasoning processes affect organizational change”, in Goodman, P.S. (Ed.), Change in Organizations: New Perspectives on Theory, Research and Practice, Jossey‐Bass, San Franscisco, CA, pp. 46‐86.

Argyris, C. and Schön, D. (1978), Organizational Learning: A Theory of Action Perspective, Addison‐Wesley, Reading, MA.

Badaracco, J.L. (1991), The Knowledge Link: How Firms Compete Through Strategic Alliances, Harvard Business School Press, Boston, MA.

Barker, J.B. and Cheney, G. (1994), “The concept and the practices of discipline in contemporary organizational life”, Communication Monographs, Vol. 61 No. 1, pp. 19‐42.

Berg, B.L. (1989), Qualitative Research Methods for the Social Science, Allyn and Bacon, Boston, MA.

Boss, R.W. and Golembiewski, R. (1995), “Do you have to start at the top? The chief executive officer's role in successful organization development efforts”, Journal of Applied Behavioral Science, Vol. 31, pp. 259‐77.

Converse, J.M. and Schuman, H. (1974), Conversations at Random: Survey Research as Interviewers See It, John Wiley, New York, NY.

Crossan, M.M. (1998), “Improvisation in action”, Organization Science, Vol. 9, pp. 593‐9.

Crossan, M. and Sorenti, M. (1997), “Making sense of improvisation”, Advance in Strategic Management, Vol. 14, pp. 155‐80.

Crossan, M., Lane, H.W., Klus, L. and White, R.E. (1996), “The improvising organization: where planning meets opportunity”, Organization Dynamics, Vol. 24, pp. 20‐35.

Deming, W.E. (1986), Out of the Crisis, MIT, Cambridge, MA.

Denzin, N.K. (1989), The Research Act, 3rd ed., Prentice‐Hall, Englewood Cliffs, NJ.

Dixon, N. (1994), The Organizational Learning Cycle: How We Can Learn Collectively, McGraw‐Hill, London, New York.

Drucker, P.M. (1991), “The new productivity challenge”, Harvard Business Review, November‐December, pp. 69‐79.

Drucker, P.M. (1993), Post‐Capitalist Society, HarperBusiness, New York, NY.

Drucker, P.M. (1999), “Knowledge‐worker productivity: the biggest challenge”, California Management Review, Vol. 41, pp. 79‐94.

Fayol, H. (1949), General and Industrial Management, Pitman, London.

Fiol, C.M. and Lyles, M.A. (1985), “Organizational learning”, Academy of Management Review, Vol. 10 No. 4, pp. 803‐13.

Ford, R. (2000), “Real‐time learning: the human factors in the ergonomics of training”, Design. Ergonomics in Design, Fall, pp. 17‐24.

Ford, R. (2006), “Organizational learning, change and power: toward a practice‐theory framework”, The Learning Organization: An International Journal, Vol. 13, pp. 495‐524.

Ford, R. (2007), “Rational‐intentional and open‐processional change models: partners in the dance of change”, paper presented at the annual meeting of the Academy of Management Conference in Philadelphia, PA.

Ford, R. and Angermeier, I. (2004), “Managing the knowledge environment: a case study from healthcare”, Knowledge Management Research & Practice, Vol. 2, pp. 137‐46.

Foucault, M. (1995) in Sheridan, A. (Transl.), Discipline and Punish: The Birth of the Prison, 2nd ed., Vintage Books, New York, NY.

Galbraith, J.R. and Lawler, E.E. III (1993), Organizing for the Future: The New Logic for Managing Complex Organizations, Jossey‐Bass, San Francisco, CA.

Garvin, D.A. (1993), “Building a learning organization”, Harvard Business Review, July‐August, pp. 78‐91.

Geertz, C. (1973), Interpretation of Cultures, Basic Books, New York, NY.

Ghosal, S. and Bartlett, C.A. (1997), The Individualized Corporation, Harper, New York, NY.

Glaser, B. and Strauss, A. (1967), The Discovery of Grounded Theory: Strategies in Qualitative Research, Aldine, Chicago, IL.

Greiner, L.E. and Schein, V.E. (1989), Power and Organization Development: Mobilizing Power to Implement Change, Addison‐Wesley, New York, NY.

Gues, A.D. (1997), The Living Company, Harvard Business School Press, Boston, MA.

Hagel, J. and Brown, J.S. (2005), The Only Sustainable Edge: Why Business Strategy Depends on Productive Friction and Dynamic Specialization, Harvard Business School Press, Boston, MA.

Huber, G.P. (1991), “Organizational learning: the contributing processes and the literatures”, Organization Science, Vol. 2, pp. 88‐115.

Jantsch, E. (1980), The Self‐Organizing Universe: Scientific and Human Implications of the Emerging Paradigm of Evolution, Pergamon Press, New York, NY.

Kanter, R.M. (1983), The Change Masters, Simon & Schuster, New York, NY.

Kanter, R.M. (2003), “Leadership and the psychology of turnarounds”, Harvard Business Review, Vol. 81 No. 6, pp. 58‐68.

Kotter, J. (1995), “Leading change: why transformation efforts fail”, Harvard Business Review, Vol. 73, pp. 59‐67.

Leonard, D. (1998), Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation, Harvard Business School Press, Boston, MA.

Levitt, B. and March, J.G. (1988), “Organizational learning”, American Review of Sociology, Vol. 14.

Lewin, K. (1947), “Frontiers of group dynamics: concepts, method and reality in social science; social equilibria and social change”, Human Relations, Vol. 1 No. 1, pp. 5‐41.

Lewin, K. (1951), Field Theory in Social Science, Harper & Row, New York, NY.

Lofland, J. and Lofland, L.H. (1995), Analyzing Social Settings: A Guide to Qualitative Observation and Analysis, 3rd ed., Wadsworth Publishing Company, Albany, NY.

Merriam‐Webster (1997), Merriam‐Webster's Collegiate Dictionary, 10th ed., Merriam‐Webster, Springfield, MA.

Miller, D. (1996), “A preliminary typology of organizational learning: synthesizing the literature”, Journal of Management, Vol. 22, pp. 485‐505.

Mohrman, S.A., Galbraith, J.R. and Lawler, E.E. III (1998), Tomorrow's Organizations: Crafting Winning Capabilities in a Dynamic World, Jossey‐Bass, San Francisco, CA.

Nutt, P.C. (1986), “Tactics of implementation”, Academy of Management Journal, Vol. 29, pp. 230‐61.

Nutt, P.C. (1987), “Identifying and appraising how managers install strategy”, Strategic Management Journal, Vol. 8, pp. 1‐14.

O'Dell, C. and Grayson, C.J. (1998), “If we only knew what we know: identification and transfer of internal best practices”, California Management Review, Vol. 40, pp. 154‐74.

Ogilvy, J. (1990), “This postmodern business”, Marketing and Research Today, Vol. 2, pp. 4‐20.

Orlikowski, W.J. and Hofman, J.D. (1997), “An improvisational model for change management: the case of groupware technologies”, Sloan Management Review, Winter, pp. 11‐21.

Parker, M. (1992), “Post‐modern organizations or postmodern organizational theory?”, Organization Studies, Vol. 13, pp. 1‐17.

Pedlar, M., Burgoyne, J. and Boydell, T. (1997), The learning company, 2nd ed., McGraw‐Hill, New York, NY.

Pettigrew, A. (1990), “Longitudinal field research on change”, Organization Science, Vol. 1, pp. 267‐92.

Prahalad, C.K. and Hamel, G. (1990), “The core competence of the corporation”, Harvard Business Review, May‐June, pp. 79‐91.

Revans, R. (1966), The Theory of Practice in Management, MacDonald & Co., London.

Revans, R. (1980), Action Learning, Blond and Briggs, London.

Revans, R. (1982), The Origins and Growth of Action Learning, Chartwell‐Bratt, Bromley.

Schumpeter, J.A. (1942), Capitalism, Socialism, and Democracy, Harper & Brothers Publishers, New York, NY.

Senge, P.M. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization, Currency Doubleday, New York, NY.

Senge, P.M. (1999), “Creative tension”, Executive Excellence, Vol. 41, pp. 12‐13.

Senge, P.M. (2003), “Taking personal change seriously: the impact of organizational learning on management practice”, The Academy of Management Executive, Vol. 17, pp. 47‐50.

Scarborough, H. and Swan, J. (2003), “Discourses of knowledge management and the learning organization: their production and consumption”, in Easterby‐Smith, M. and Lyles, M. (Eds), The Blackwell Handbook of Organizational Learning and Knowledge Management, Blackwell Publishing, Oxford, pp. 495‐512.

Soeters, J.L. (1986), “Excellent companies as social movements”, Journal of Management Studies, Vol. 23, pp. 299‐312.

Spolin, V. (1983), Improvisation for Theater, Northwestern University Press, Evanston, IL.

Stata, R. (1989), “Organizational learning – the key to management innovation”, Sloan Management Review, Vol. 30 No. 3, pp. 63‐74.

Swan, J., Newell, S., Scarborough, H. and Hislop, D. (1999), “Knowledge management and innovation: networks and networking”, Journal of Knowledge Management, Vol. 3, pp. 262‐75.

Taylor, F.W. (1911), Principles of Scientific Management, Harper & Row, New York, NY.

Thomke, S. (2001), “Enlightened experimentation: the new imperative for innovation”, Harvard Business Review, February, pp. 67‐75.

Thomke, S.H. (2003), Experimentation Matters: Unlocking The Potential of New Technologies for Innovation, Harvard Business School Press, Boston, MA.

Tushman, M.L. (1977), “Special boundary roles in the innovation process”, Administrative Science Quarterly, Vol. 22, pp. 587‐605.

Von Bertalanffy, L. (1968), General Systems Theory, George Braziller, New York, NY.

Weick, K.E. (1969), The Social Psychology of Organizing, Addison‐Wesley, Reading, MA.

Weick, K.E. (1979), The Social Psychology of Organizing, 2nd ed., McGraw‐Hill, New York, NY.

Weick, K.E. (1982), “Managing change among loosely coupled elements”, in Goodman, P.S. and Kurke, L.B. (Eds), Change in Organizations, Jossey‐Bass, San Francisco, CA, pp. 375‐408.

Weick, K.E. (1995), Sensemaking in Organizations, Sage, Thousand Oaks, CA.

Weick, K.E. and Quinn, R.E. (1999), “Organizational change and development”, Annual Review of Psychology, Vol. 50, pp. 361‐86.

Dörner, D. (1996), The Logic of Failure: Recognizing and Avoiding Error in Complex Situations, Perseus Books, Cambridge, MA.