A qualitative study of high‐reputation plant managers: Political skill and successful outcomes

[1]  Brian S. Fugate,et al.  Linking improved knowledge management to operational and organizational performance , 2009 .

[2]  Gregory V. Frazier,et al.  An analysis of job dissatisfaction and turnover to reduce global supply chain risk: Evidence from China , 2009 .

[3]  Aleda V. Roth,et al.  How motivation, opportunity, and ability drive knowledge sharing: The constraining-factor model , 2008 .

[4]  Daniel G. Bachrach,et al.  The Role of Operational Interdependence and Supervisory Experience on Management Assessments of Resource Planning Systems , 2008 .

[5]  H. Mitsuhashi,et al.  Power and Glory: Concentrated Power in Top Management Teams , 2007 .

[6]  Darren C. Treadway,et al.  Political Skill in Organizations , 2007 .

[7]  Mohan V. Tatikonda,et al.  A behavioral study of supply manager decision-making: Factors influencing make versus buy evaluation , 2006 .

[8]  Elliot Bendoly,et al.  Behavior in operations management: Assessing recent findings and revisiting old assumptions , 2006 .

[9]  Garry Robins,et al.  Comparing the validity of multiple social effectiveness constructs in the prediction of managerial job performance , 2006 .

[10]  Stewart Clegg,et al.  Some dare call it power , 2006 .

[11]  G. Currie,et al.  The Antecedents of Middle Managers' Strategic Contribution: The Case of a Professional Bureaucracy , 2005 .

[12]  Linda Rouleau,et al.  Micro-Practices of Strategic Sensemaking and Sensegiving: How Middle Managers Interpret and Sell Change Every Day , 2005 .

[13]  Gerald R. Ferris,et al.  Political Skill at Work: Impact on Work Effectiveness , 2005 .

[14]  Charles J. Kacmar,et al.  Development and Validation of the Political Skill Inventory , 2005 .

[15]  Michael K. Mauws,et al.  The Politics of Organizational Learning: Integrating Power into the 4I Framework , 2005 .

[16]  J. Balogun,et al.  Organizational Restructuring and Middle Manager Sensemaking , 2004 .

[17]  Darren C. Treadway,et al.  Leader political skill and employee reactions , 2004 .

[18]  S. McGregor,et al.  Leadership and the New Science , 2004 .

[19]  Jean Hartley,et al.  Case study research , 2004 .

[20]  Nigel King,et al.  Using templates in the thematic analysis of text , 2004 .

[21]  Catherine Cassell,et al.  Using Data Matrices , 2004 .

[22]  C. Cassell,et al.  Essential guide to qualitative methods in organizational research , 2004 .

[23]  Julia Balogun,et al.  From Blaming the Middle to Harnessing its Potential: Creating Change Intermediaries , 2003 .

[24]  Wallace J. Hopp,et al.  On the Interface Between Operations and Human Resources Management , 2003, Manuf. Serv. Oper. Manag..

[25]  Ravi Kathuria,et al.  Alignment of strategic priorities and performance: an integration of operations and strategic management perspectives , 2003 .

[26]  Darren C. Treadway,et al.  Personal reputation in organizations. , 2003 .

[27]  Mark Pagell,et al.  Multiple case studies of team effectiveness in manufacturing organizations , 2002 .

[28]  Danny Samson,et al.  Effective case research in operations management: a process perspective , 2002 .

[29]  Kary Främling,et al.  Collaborative planning forecasting and replenishment: new solutions needed for mass collaboration , 2002 .

[30]  Q. Huy.  Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers , 2002 .

[31]  Monika I. Winn,et al.  The Temporal Dynamics of Institutionalization , 2001 .

[32]  Patricia Pitcher,et al.  Top Management Team Heterogeneity: Personality, Power, and Proxies , 2001 .

[33]  Marilyn M. Helms,et al.  Supply chain forecasting - Collaborative forecasting supports supply chain management , 2000, Bus. Process. Manag. J..

[34]  Dwight D. Frink,et al.  Political skill: An antidote for workplace stressors , 2000 .

[35]  Gerald R. Ferris,et al.  Political skill at work , 2000 .

[36]  Peter J. Lane,et al.  Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal , 2000 .

[37]  A. Langley.  Strategies for Theorizing from Process Data , 1999 .

[38]  Marianne W. Lewis.  Iterative triangulation: a theory development process using existing case studies , 1998 .

[39]  Jack R. Meredith,et al.  Building operations management theory through case and field research , 1998 .

[40]  Steven W. Floyd,et al.  Middle Management’s Strategic Influence and Organizational Performance , 1997 .

[41]  Elizabeth E. Wierba,et al.  Reading the wind: how middle managers assess the context for selling issues to top managers , 1997 .

[42]  K. Weick.  FROM SENSEMAKING IN ORGANIZATIONS , 2021, The New Economic Sociology.

[43]  John Gill,et al.  BUILDING THEORY FROM CASE STUDIES , 1995 .

[44]  J. Greenberg,et al.  Organizational behavior : the state of the science , 1994 .

[45]  David M. McCutcheon,et al.  Conducting case study research in operations management , 1993 .

[46]  R. Dué,et al.  The Productivity Paradox , 2018, The Productivity-Inclusiveness Nexus.

[47]  S Finkelstein,et al.  Power in top management teams: dimensions, measurement, and validation. , 1992, Academy of Management journal. Academy of Management.

[48]  S. Floyd,et al.  Middle management involvement in strategy and its association with strategic type: A research note , 1992 .

[49]  T. Dickinson,et al.  Trait patterns, background characteristics, managerial styles, and job practices of industrial middle managers , 1992 .

[50]  P. Swamidass.  Empirical Science: New Frontier in Operations Management Research , 1991 .

[51]  Barbara B. Flynn,et al.  Empirical research methods in operations management , 1990 .

[52]  S. Floyd,et al.  The strategy process, middle management involvement, and organizational performance , 1990 .

[53]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[54]  Jeffrey Pfeffer,et al.  Just a Mirage: The Search for Dispositional Effects in Organizational Research , 1989 .

[55]  K. Eisenhardt,et al.  Politics of Strategic Decision Making in High-Velocity Environments: Toward a Midrange Theory , 1988 .

[56]  H. Feldman.  The Senior Production Manager: Working within a Network of Human Relationships , 1988 .

[57]  Linda S. Lotto.  Qualitative Data Analysis: A Sourcebook of New Methods , 1986 .

[58]  Ray Wild.  Changing Manufacturing Technologies and Policies, and the Role of Manufacturing Managers , 1986 .

[59]  Barry M. Staw,et al.  The dispositional approach to job attitudes: A lifetime longitudinal test. , 1986 .

[60]  Barry M. Staw,et al.  Stability in the Midst of Change: A Dispositional Approach to Job Attitudes , 1985 .

[61]  Cynthia Hardy,et al.  THE NATURE OF UNOBTRUSIVE POWER , 1985 .

[62]  Henry Mintzberg,et al.  Strategy Formation in an Adhocracy. , 1985 .

[63]  Henry Mintzberg,et al.  THE ORGANIZATION AS POLITICAL ARENA , 1985 .

[64]  S. Zahra.  Background and work experience correlates of the ethics and effect of organizational politics , 1985 .

[65]  Seymour Adler,et al.  Personality and organizational behavior. , 1984 .

[66]  Robert A. Burgelman.  A Process Model of Internal Corporate Venturing in the Diversified Major Firm , 1983 .

[67]  R. Kanter.  The Change Masters , 1983 .

[68]  Marshall W. Meyer,et al.  Power in Organizations. , 1982 .

[69]  M. Patton.  Qualitative research and evaluation methods , 1980 .

[70]  A. Strauss,et al.  The Discovery of Grounded Theory , 1967 .

[71]  E. Johnsen.  Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. , 1964 .

[72]  M. Shubik,et al.  A Behavioral Theory of the Firm. , 1964 .

[73]  Dorwin Cartwright,et al.  Studies in Social Power. , 1960 .

[74]  J. R. French,et al.  The bases of social power. , 1959 .