Articles

Journal:

(new members of OI suggest their favourite paper/s)

Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative science quarterly, 1-34.

European Political Strategy Centre. (2016). Towards an Innovation Principle Endorsed by Better Regulation. Strategic Note 14 of June 2016, available at https://ec. europa. eu/epsc/sites/epsc/files/strategic_note_issue_14. pdf.

Chaudhury, A. S., Thornton, T. F., Helfgott, A., & Sova, C. (2017). Applying the robust adaptation planning (RAP) framework to Ghana’s agricultural climate change adaptation regime. Sustainability science, 12(5), 657-676.

Ferraro, F., Etzion, D., & Gehman, J. (2015). Tackling grand challenges pragmatically: Robust action revisited. Organization Studies, 36(3), 363-390.

Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative science quarterly, 48(1), 94-118.

Orlikowski, W. J. (1992). The duality of technology: Rethinking the concept of technology in organizations. Organization science, 3(3), 398-427.

Weick, K. E. (1976). Educational organizations as loosely coupled systems. Administrative science quarterly, 1-19.

Hargadon, A. B., & Douglas, Y. (2001). When innovations meet institutions: Edison and the design of the electric light. Administrative science quarterly, 46(3), 476-501.

Agogué, M., & Hatchuel, A. (2016). Reinventing classics: the hidden design strategies of renowned chefs. Research in Engineering Design, 27(2), 165-177.

Sabel, C., Herrigel, G., & Kristensen, P. H. (2018). Regulation under uncertainty: The coevolution of industry and regulation. Regulation & Governance, 12(3), 371-394.

Meadows, D. (2008). Leverage points: Places to intervene in a system. Thinking in Systems: A Primer; Chelsea Green Publishing: White River Junction, VT, USA, 145-165.

(to be continued)

 

 

 

Web:

https://www.fastcompany.com/90365280/five-years-ago-this-design-guru-went-to-work-for-tech-heres-why-hes-done?utm_source=twitter.com&utm_medium=social

https://insight.kellogg.northwestern.edu/article/science_as_team_sport

https://insight.kellogg.northwestern.edu/article/build-a-collaborative-workplace

https://insight.kellogg.northwestern.edu/article/the-science-behind-the-growing-importance-of-collaboration

https://insight.kellogg.northwestern.edu/article/a_virtuous_mix_allows_innovation_to_thrive

https://insight.kellogg.northwestern.edu/article/five-strategies-for-leading-a-high-impact-team

https://insight.kellogg.northwestern.edu/article/consistent_contributors

https://insight.kellogg.northwestern.edu/article/when-collaboration-takes-a-toll-on-productivity

https://sustainabledevelopment.un.org/commitments_hesi.html

Home

https://theconversation.com/collaborative-problem-solvers-are-made-not-born-heres-what-you-need-to-know-110663