Intervention as a research strategy

[1]  J. Aken.  Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules , 2004 .

[2]  A. V. D. Ven,et al.  Event- and outcome-driven explanations of entrepreneurship , 2004 .

[3]  Aravind Chandrasekaran,et al.  Conducting and publishing design science research: Inaugural essay of the design science department of the Journal of Operations Management , 2016 .

[4]  A. V. D. Ven,et al.  Process studies of change in organization and management : unveiling temporality, activity, and flow , 2013 .

[5]  A. Edmondson,et al.  METHODOLOGICAL FIT IN MANAGEMENT FIELD RESEARCH. , 2007 .

[6]  M. Juran,et al.  Setting Quality Goals , 1988 .

[7]  A. V. D. Ven,et al.  Explaining Development and Change in Organizations , 1995 .

[8]  Gary P. Pisano,et al.  Toward a Theory of Behavioral Operations , 2008, Manuf. Serv. Oper. Manag..

[9]  Rogelio Oliva,et al.  Cutting Corners and Working Overtime: Quality Erosion in the Service Industry , 2001, Manag. Sci..

[10]  C. Rosen.  Environmental Strategy and Competitive Advantage: An Introduction , 2001 .

[11]  Rogelio Oliva,et al.  Tradeoffs in Responses to Work Pressure in the Service Industry , 2002, IEEE Engineering Management Review.

[12]  Scott F. Rockart,et al.  Overcoming the improvement paradox , 1999 .

[13]  M. Tushman,et al.  Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation , 1985 .

[14]  Rogelio Oliva,et al.  Cross-functional alignment in supply chain planning: A case study of sales and operations planning , 2011 .

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

[16]  Marshall L. Fisher,et al.  Strengthening the Empirical Base of Operations Management , 2007, Manuf. Serv. Oper. Manag..

[17]  Lynelle Preston,et al.  Sustainability at Hewlett-Packard: From Theory to Practice , 2001 .

[18]  Christopher S. Tang.  OM Forum - Making OM Research More Relevant: "Why?" and "How?" , 2016, Manuf. Serv. Oper. Manag..

[19]  Rogelio Oliva,et al.  Model calibration as a testing strategy for system dynamics models , 2003, Eur. J. Oper. Res..

[20]  B. Pentland.  Building Process Theory with Narrative: from Description to Explanation , 1999 .

[21]  Peter Checkland,et al.  From Optimizing to Learning: A Development of Systems Thinking for the 1990s , 1985 .

[22]  A. Pettigrew.  Longitudinal Field Research on Change: Theory and Practice , 1990 .

[23]  Enno Siemsen,et al.  Behavioral operations: The state of the field , 2013 .

[24]  P. Checkland,et al.  Action Research: Its Nature and Validity , 1998 .

[25]  J.D. Sterman,et al.  System Dynamics Modeling: Tools for Learning in a Complex World , 2001, IEEE Engineering Management Review.

[26]  D. Tranfield,et al.  Developing Design Propositions through Research Synthesis , 2008 .

[27]  Peter R. Monge.  Theoretical and Analytical Issues in Studying Organizational Processes , 1990 .

[28]  K. Weick.  Theory Construction as Disciplined Imagination , 1989 .

[29]  Ray Pawson,et al.  Evidence-based Policy: In Search of a Method , 2002 .

[30]  Rogelio Oliva,et al.  Managing Functional Biases in Organizational Forecasts: A Case Study of Consensus Forecasting in Supply Chain Planning , 2009, Production and Operations Management.

[31]  Jan Holmström,et al.  Bridging Practice and Theory: A Design Science Approach , 2009, Decis. Sci..

[32]  Kurt Lewin,et al.  The Research Center for Group Dynamics at Massachusetts Institute of Technology. , 1945 .

[33]  E. Schein.  The clinical perspective in fieldwork , 1987 .

[34]  P. Checkland.  Researching real‐life: Reflections on 30 years of action research , 2010 .

[35]  Michael W. Toffel,et al.  Enhancing the Practical Relevance of Research , 2016 .

[36]  Edgar H. Schein,et al.  Legitimating Clinical Research in the Study of Organizational Culture. , 1993 .

[37]  K. Lewin.  Action Research and Minority Problems , 1946 .

[38]  Howard Hao-Chun Chuang,et al.  On-Shelf Availability, Retail Performance, and External Audits: A Field Experiment , 2016 .

[39]  A. Georges L. Romme,et al.  Making a Difference: Organization as Design , 2003, Organ. Sci..

[40]  M. Sastry.  Problems and Paradoxes in a Model of Punctuated Organizational Change , 1997 .

[41]  N. Repenning,et al.  Unanticipated side effects of successful quality programs: exploring a paradox of organizational improvement , 1997 .

[42]  Alan Scheller-Wolf,et al.  OM Forum - Practice-Based Research in Operations Management: What It Is, Why Do It, Related Challenges, and How to Overcome Them , 2016, Manuf. Serv. Oper. Manag..

[43]  K. Dooley,et al.  Explaining Complex Organizational Dynamics , 1999 .

[44]  Michael Foster.  An Introduction to the Theory and Practice of Action Research in Work Organizations , 1972 .

[45]  R. Rapoport.  Three Dilemmas in Action Research , 1970 .

[46]  Arun Rai,et al.  Editor's comments: diversity of Design Science Research , 2017 .

[47]  Manoj K. Malhotra,et al.  Toward a theory of managing context in Six Sigma process-improvement projects: An action research investigation , 2011 .