Issues

Special Issue: The Strategy and Change Interface: How are "Enabling" Processes and Cognitions Related and Used?

The strategy and change interface: understanding “enabling” processes and cognitions

Angelina Zubac; Marie Dasborough; Kate Hughes; Zhou Jiang; Shelley Kirkpatrick; Maris G. Martinsons; Danielle Tucker; Ofer Zwikael
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Microdivisionalization as a way toward dynamic capability

Roger (Rongxin) Chen; Liang Wang; Eric Ping Hung Li; Guodong Hu
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Strategic alliances, exploration and exploitation and their impact on innovation and new product development: the effect of knowledge sharing

Jorge Ferreira; Arnaldo Coelho; Luiz Moutinho
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Sustaining the lean ideology

Sanjay Bhasin; Pauline Found
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Strategy workshops with wider participation: trust as enabler

Johanna E. Pregmark; Rita Berggren
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Improving maritime safety through enhancing marine process management: the application of balanced scorecard

Wen-Cheng Lin; Hsin-Hung Cheng
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Performance feedback and organizational learning: the role of regulatory focus

Shinhye Ahn; Cecile K. Cho; Theresa S. Cho
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Cognitive biases and decision-making strategies in times of change: a systematic literature review

Chiara Acciarini; Federica Brunetta; Paolo Boccardelli
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Enabling processes as routines that facilitate cognitive change

Nimruji Jammulamadaka
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The role of heuristic-driven biases in entrepreneurial strategic decision-making: evidence from an emerging economy

Maqsood Ahmad; Syed Zulfiqar Ali Shah; Yasar Abbass
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Does underconfidence matter in short-term and long-term investment decisions? Evidence from an emerging market

Maqsood Ahmad
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