sarah kaplan
sarah kaplan
Professor, Strategic Management, Rotman School, University of Toronto
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Creative Destruction: Why Companies That Are Built to Last Underperform the Market and How to Successfully Transform Them. New York: Currency
RN Foster, S Kaplan
Creative Destruction: Why Companies That Are Built to Last Underperform the …, 2001
Framing contests: Strategy making under uncertainty
S Kaplan
Organization Science 19 (5), 729-752, 2008
Thinking about technology: Applying a cognitive lens to technical change
S Kaplan, M Tripsas
Research Policy 37 (5), 790-805, 2008
Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change
JP Eggers, S Kaplan
Organization Science 20 (2), 461-477, 2009
Cognition, capabilities, and incentives: assessing firm response to the fiber-optic revolution
S Kaplan
The Academy of Management Journal 51 (4), 672-695, 2008
Strategy and PowerPoint: An inquiry into the epistemic culture and machinery of strategy making
S Kaplan
Organization Science 22 (2), 320-346, 2011
Strategy tools‐in‐use: A framework for understanding “technologies of rationality” in practice
P Jarzabkowski, S Kaplan
Strategic Management Journal 36 (4), 537–558, 2015
Temporal work in strategy making
S Kaplan, W Orlikowski
Organization Science 24 (4), 965-995, 2013
Cognition and capabilities: A multi-level perspective
JP Eggers, S Kaplan
Academy of Management Annals 7 (1), 295-340, 2013
Research in cognition and strategy: reflections on two decades of progress and a look to the future
S Kaplan
Journal of Management Studies 48 (3), 665-695, 2011
The double‐edged sword of recombination in breakthrough innovation
S Kaplan, K Vakili
Strategic Management Journal 36 (10), 1435–1457, 2015
Discontinuities and senior management: assessing the role of recognition in pharmaceutical firm response to biotechnology
S Kaplan, F Murray, R Henderson
Industrial and Corporate Change 12 (2), 203, 2003
Inertia and incentives: Bridging organizational economics and organizational theory
S Kaplan, R Henderson
Organization Science, 509-521, 2005
The real value of strategic planning
S Kaplan, ED Beinhocker
MIT Sloan Management Review 44 (2), 71-76, 2003
On the risk of studying practices in isolation: Linking what, who, and how in strategy research
P Jarzabkowski, S Kaplan, D Seidl, R Whittington
Strategic Organization 14 (3), 248-259, 2016
Knowledge-based theories of the firm in strategic management: a review and extension
S Kaplan, A Schenkel, G von Krogh, C Weber
MIT Sloan Working Paper, 2001
Tired of strategic planning?
ED Beinhocker, S Kaplan
The McKinsey Quarterly, 49-58, 2002
Entrepreneurship and the construction of value in biotechnology
S Kaplan, F Murray
Research in the Sociology of Organizations 29, 107-147, 2010
Symbiont practices in boundary spanning: Bridging the cognitive and political divides in interdisciplinary research
S Kaplan, J Milde, RS Cowan
Academy of Management Journal 60 (4), 1387-1414, 2017
Bounding an emerging technology: Para-scientific media and the Drexler-Smalley debate about nanotechnology
S Kaplan, J Radin
Social Studies of Science 41 (4), 457, 2011
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