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Retricted access

Research article

First published 2016-11

Laying a smoke screen: Ambiguity and neutralization as strategic responses to intra-institutional complexity

Renate E. Meyer, Markus A. Höllerer

Strategic Organization

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Research article

First published 2025-7

Firefighters in Action: How Strategic Improvisation Enables Agile and Creative Responsiveness in Complex Adaptive Systems

Diorgenes Falcão Mamédio, Lucilaine Pascuci, Victor Meyer

Journal of Management Inquiry

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Research article

First published 2016-11

Strategic responses to institutional complexity

Patrick A.M. Vermeulen, Charlene Zietsma, Royston Greenwood [...]

Strategic Organization

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Other

First published 2014-2

Special issue of Strategic Organization : “Strategic Responses to Institutional Complexity”

Strategic Organization

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Other

First published 2014-8

Special issue of Strategic Organization : “Strategic Responses to Institutional Complexity”

Strategic Organization

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Research article

First published 2016-04

Strategies to Maximize Data Collection Response Rates in a Randomized Control Trial Focused on Children with Medical Complexity

Stanley M. Finkelstein, Margaret Celebrezze, Rhonda Cady [...]

Telemedicine and e-Health

Open access

Research article

First published 2024-12

Novel strategy for comprehensive therapy with sustainably complete response in a patient with limited-stage small cell lung cancer: a case report

Jianing Jiang, Jinqi Gao, Jing Ben [...]

Journal of International Medical Research

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Research article

First published 2008-05

The danger of misinterpreting short-window event study findings in strategic management research: an empirical illustration using horizontal acquisitions

Derek K. Oler, Jeffrey S. Harrison, Mathew R. Allen

Strategic Organization

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Research article

First published 2016-11

From Foe to Friend

Deborah E. de Lange, Daniel Armanios, Javier Delgado-Ceballos [...]

Business & Society

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Research article

First published 2019-1

Not all responses are the same: How CEO cognitions impact strategy when performance falls below aspirations

David B Wangrow, Kalin Kolev, Margaret Hughes-Morgan

Journal of General Management

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