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Published online by Cambridge University Press: 04 December 2009
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- Problem Solving in OrganizationsA Methodological Handbook for Business Students, pp. 174 - 180Publisher: Cambridge University PressPrint publication year: 2007
References
and 1981. ‘Creativity in problem solving and planning: a review’, European Journal of Operational Research, 7: 1–13CrossRefGoogle Scholar
and 1999. Research Methodology in the Social, Behavioral and Life Sciences. London: SageCrossRefGoogle Scholar
1993. Knowledge for Action: a Guide for Overcoming Barriers to Organizational Change. San Francisco: Jossey-Bass PublishersGoogle Scholar
and 1978. Organizational Learning: a Theory of Action Perspective. Amsterdam: Addison-Wesley PublishersGoogle Scholar
, and 1985. Action Science, Concepts, Methods, and Skills for Research and Intervention. San Francisco: Jossey-Bass PublishersGoogle Scholar
and 2005. ‘From intended strategies to unintended outcomes: the impact of change recipient sense making’, Organization Studies, 26(11): 1573–1601CrossRefGoogle Scholar
1969. Organization development: its nature, origins and prospects. Reading: Addison-WesleyGoogle Scholar
, , , and 1999. Developing Industrial Case-Based Reasoning Applications – The INRECA Methodology. Berlin: Springer VerlagGoogle Scholar
1989. Toepasbaarheidsonderzoek IDEF-methoden. Master thesis (in Dutch). Eindhoven: Eindhoven University of TechnologyGoogle Scholar
and 1995. ‘Product development: past research, present findings, and future directions’, Academy of Management Review, 20(2): 343–78CrossRefGoogle Scholar
1985. The Irrational Organization: Irrationality as a Basis for Organizational Action and Change. Chichester: WileyGoogle Scholar
Burgoyne, J. G. 1994. ‘Stakeholder analysis’, in and (eds.) Qualitative Methods in Organizational Research: a Practical Guide. London: Sage, pp 187–207Google Scholar
1999. ‘The effectiveness of collective retrospection as a mechanism of organizational learning’, Journal of Applied Behavioral Science, 35(1): 109–30CrossRefGoogle Scholar
and 1994. Qualitative Methods in Organizational Research: a Practical Guide. London: SageGoogle Scholar
The Certified Quality Manager Handbook 1999. Milwaukee: American Society for Quality
Chell, E. 1998. ‘Critical incident technique’, in and (eds.) Qualitative Methods and Analysis in Organizational Research: a Practical Guide. London: Sage, pp 51–72Google Scholar
Chin, R. and Benne, K. D. 1976. ‘General strategies for effecting change in human systems’, in , , and (eds.) The Planning of Change. New York: Holt, Rinehart and WinstonGoogle Scholar
, and 1972. ‘A garbage can model of organizational choice’, Administrative Science Quarterly, 17: 1–25CrossRefGoogle Scholar
and 1997. ‘What makes teams work: group effectiveness research from the shop floor to the executive suite’, Journal of Management, 23(3): 239–90CrossRefGoogle Scholar
1998. Synthesizing Research: a Guide for Literature Reviews.Beverly Hills: Sage (third edition)Google Scholar
and 2001. Organizational Development and Change. Mason: South-Western College Publishing (seventh edition)Google Scholar
and 1986. ‘Organizational information requirements, media richness and structural design’, Management Science 32 (5): 554–71CrossRefGoogle Scholar
1969. Methodology: Foundations of Inference and Research in the Behavioral Sciences. Den Haag: MoutonGoogle Scholar
and 1994. ‘Capturing the complexity in advanced technology use: adaptive structuration theory’, Organization Science 5(2): 121–47CrossRefGoogle Scholar
1997. De Lerende Adviseur: een Onderzoek naar Intercollegiaal Consult in Organisatieadvisering. PhD thesis (in Dutch). Eindhoven University of TechnologyGoogle Scholar
Eden, C. and Huxham, C. 1996. ‘Action research for the study of organizations’, In , and (eds.) Handbook of Organization Studies, London: Sage, pp 526–42Google Scholar
, and 1996. ‘A survey of design philosophies, models, methods and systems’, Proceedings Institute of Mechanical Engineers, 210: 301–20CrossRefGoogle Scholar
and 2000. ‘Coordinating expertise in software development teams’, Management Science 46(12): 1554–68CrossRefGoogle Scholar
1954. ‘The critical incident technique’, Psychological Bulletin, 51(2): 327–58CrossRefGoogle Scholar
Forster, N. 1994. ‘The analysis of company documentation’, in and (eds.) Qualitative Methods in Organizational Research: a Practical Guide. London: Sage, pp 147–66Google Scholar
and 1999. Organizational Development: Behavioral Science Interventions for Organizational Improvement. Upper Saddle River: Prentice Hall (sixth edition)Google Scholar
and (eds.) 2001. Encyclopaedia of Operations Research and Management Science.Dordrecht: Kluwer Academic (second edition)Google Scholar
1998. Interfacemanagement van het Zorgproces voor COPD-patiënten. Master thesis (in Dutch). Eindhoven: Eindhoven University of TechnologyGoogle Scholar
Gherardi, S. and Nicolini, D. 2001. ‘The sociological foundations of organizational learning’, in , , and (eds.) Handbook of Organizational Learning and Knowledge. Oxford: Oxford University Press, pp 35–60Google Scholar
1996. ‘Towards a knowledge-based theory of the firm’, Strategic Management Journal, 17 (Winter Special Issue): 109–22CrossRefGoogle Scholar
2002. ‘Are our referencing errors undermining our scholarship and credibility? The case of expatriate failure rates’, Journal of Organizational Behaviour, 23(1): 127–48CrossRefGoogle Scholar
and (eds.) 2001. A Dictionary of Human Resource Management. Oxford: Oxford University PressGoogle Scholar
1995. Problem Solving in Business and Management: Hard, Soft and Creative Approaches. London: Chapman and HallGoogle Scholar
Hornby, P. and Symon, G. 1994. ‘Tracer studies’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 167–86Google Scholar
1991. ‘Organizational learning: the contributing processes and the literature’, Organization Science, 2(1): 88–115CrossRefGoogle Scholar
Johnson, G. I. and Briggs, P. 1994. ‘Question-asking and verbal protocol techniques’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 55–71Google Scholar
and 2006 Business Research, a Solution Oriented Approach. London: Butterworth-HeinemannGoogle Scholar
King, N. 1994. ‘The qualitative research interview’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 14–36Google Scholar
(ed.) 1996. Management Consulting, a Guide to the Profession. Geneva: International Labour Office (third edition)Google Scholar
and (eds.) 1989. Dismantling Truth: Reality in the Post-modern World. London: Weidenfeld and NicolsonGoogle Scholar
1996. Case-Based Reasoning: Experiences, Lessons and Future Directions. Menlo Park: American Association for Artificial IntelligenceGoogle Scholar
, and (eds.) 2004. Sage Encyclopaedia of Social Science Research Methods. London: SageGoogle Scholar
and 1984. Summing Up: the Science of Reviewing Research. Cambridge: Harvard University PressGoogle Scholar
2005. Knowledge Sharing within Rolls-Royce. (Master Thesis.) Eindhoven: Eindhoven University of TechnologyGoogle Scholar
and 1994. Qualitative Data Analysis: an Expanded Sourcebook. London: Sage (second edition)Google Scholar
and 1979. ‘To ask a question, one must know enough to know what is not known’, Journal of Verbal Learning and Verbal Behavior, 18: 357–64CrossRefGoogle Scholar
1984. Methoden van Toegepast Bedrijfskundig Onderzoek. (Lecture notes) Eindhoven: Eindhoven University of TechnologyGoogle Scholar
Nason, J. and Golding, D. 1998. ‘Approaching observation’, in and (eds.) Qualitative Methods and Analysis in Organizational Research. London: Sage, pp 234–49Google Scholar
Nederlands Normalisatie Instituut 1967. NEN 3283. (In Dutch.) Delft: NNI
1994. ‘A dynamic theory of organizational knowledge creation’, Organization Science, 5(1): 14–47CrossRefGoogle Scholar
1998. ‘The infeasibility of invariant laws in management studies: a reflective dialogue in defence of case studies’, Organization Science, 9: 2–15CrossRefGoogle Scholar
1984. ‘Types of organizational decision processes’, Administrative Science Quarterly, 29: 414–50CrossRefGoogle Scholar
2002a. ‘Evidence-based policy: the promise of ‘realist synthesis’’, Evaluation, 8(3): 340–58CrossRefGoogle Scholar
2002b. ‘Evidence and policy and naming and shaming’, Policy Studies, 23(3/4): 211–30CrossRefGoogle Scholar
Pelz, D. S. 1978. ‘Some expanded perspectives on the use of social science in public policy’, in and (eds.) Major Social Issues: a Multidisciplinary View. New York: Free Press 346–57Google Scholar
1994. ‘Knowledge, integration and the locus of learning: an empirical analysis of process development’, Strategic Management Journal, 15: 85–100CrossRefGoogle Scholar
1980. Strategies for Change: Logical Incrementalism. Homewood:Irwin
and (eds.) 2001. Handbook of Action Research: Participative Inquiry and Practice. London: SageGoogle Scholar
1938 Experience and Prediction. An Analysis of the Foundations and the Structure of Knowledge. Chicago: University of Chicago PressGoogle Scholar
(ed.) 2001. Handbook of Industrial Engineering. Chichester: Wiley-Interscience (third edition)CrossRefGoogle Scholar
2000. Engineering of Creativity: Introduction to TRIZ Methodology of Inventive Problem Solving. London: CRC-PressCrossRefGoogle Scholar
1969. Process Consulting: its Role in Organizational Development. Reading: Addison-WesleyGoogle Scholar
1996. The Sciences of the Artificial. Cambridge (MA): MIT Press (third edition; original edition 1969)Google Scholar
Simon, H. A. 1999. ‘Problem solving’, In and (eds.) The MIT Encyclopaedia of the Cognitive Sciences. London: MIT Press, pp 674–6Google Scholar
1997. ‘The importance of collaborative know-how: an empirical test of the learning organization’, Academy of Management Journal, 40(5): 1150–74Google Scholar
and 1986. ‘The project implementation profile: a new tool for project managers’, Project Management Journal, 17(4): 57–70Google Scholar
Steyaert, C. and Bouwen, R. 1994. ‘Group methods of organizational analysis’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 123–46Google Scholar
1987. Qualitative Analysis for Social Scientists. New York: Cambridge University PressCrossRefGoogle Scholar
and 1998. Basics of Qualitative Research. Newbury Park: Sage Publications (second edition)Google Scholar
and 1978. ‘An assessment of the scientific merits of action research’, Administrative Science Quarterly, 23: 582–603CrossRefGoogle Scholar
1996. ‘A common base for quality control criteria in quantitative and qualitative research’, Quality and Quantity, 30: 19–35CrossRefGoogle Scholar
Symon, G. 1998. ‘Qualitative research diaries’, in and (eds.) Qualitative Methods and Analysis in Organizational Research. London: Sage, pp 94–117Google Scholar
and 1998. Qualitative Methods and Analysis in Organizational Research: a Practical Guide. London: SageGoogle Scholar
1983 Managing Strategic Change: Technical, Political and Cultural Dynamics. Chichester: Wiley InternationalGoogle Scholar
, and 2003. ‘Towards a methodology for developing evidence-informed management knowledge by means of systematic review’, British Journal of Management, 14: 207–22CrossRefGoogle Scholar
and (eds.) 2003. The Oxford Handbook of Organization Theory. Oxford: Oxford University PressGoogle Scholar
1978. ‘Technical communication in R&D laboratories: the impact of project work characteristics’, Academy of Management Journal. 21(4): 624–45Google Scholar
and 1978. ‘Information processing as an integrating concept in organizational design’, Academy of Management Review, 3(3): 613–23Google Scholar
2002. Strategievorming en Organisatiestructurering. (In Dutch) Deventer: Kluwer (second edition)Google Scholar
2004. ‘Management research based on the paradigm of the design sciences: the quest for tested and grounded technological rules’, Journal of Management Studies, 41(2): 219–46CrossRefGoogle Scholar
2005a. ‘Management research as a design science: articulating the research products of mode 2 knowledge production’, British Journal of Management, 16: 19–39CrossRefGoogle Scholar
2005b. ‘Valid knowledge for the professional design of large and complex design processes’, Design Studies, 26: 379–404CrossRefGoogle Scholar
Van der Wiel, M. W. J., Szegedi, K. H. P. and Weggeman, M. C. D. P. 2004. ‘Professional learning: deliberate attempts at developing expertise’, in , and (eds.) Professional Learning. Dordrecht: Kluwer Academic, pp 181–206Google Scholar
and 1995. ‘Explaining development and change in organizations’, Academy of Management Review, 20(3): 510–40Google Scholar
, , and 1991. Onderzoeken & Veranderen: Methoden van Praktijkonderzoek. Houten: Stenfert KroeseGoogle Scholar
1988. Tales of the Field: on Writing Ethnography. Chicago: University of Chicago PressGoogle Scholar
1997. Procesbeheersing in de Logistiek. Master thesis (in Dutch). Eindhoven University of TechnologyGoogle Scholar
1997. ‘Towards a methodology of psychological practice’, Theory and Psychology, 7(5): 683–700CrossRefGoogle Scholar
1993. SAFER: Near Miss Rapportage bij Hoogovens IJmuiden. (Master Thesis) Eindhoven: Eindhoven University of TechnologyGoogle Scholar
2002. ‘Organizational learning through post-project reviews in R&D’, R&D Management, 32(3): 255–68Google Scholar
Waddington, D. 1994. ‘Participant observation’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 107–22Google Scholar
1995. ‘Managerial and organizational cognition: notes from a trip down memory lane’, Organization Science 6(3): 280–321CrossRefGoogle Scholar
1997. Applying Case-Based Reasoning: Techniques for Enterprise Systems, San Francisco: Morgan Kaufman PublishersGoogle Scholar
Weick K. E. 1993. ‘Organizational redesign as improvisation’, in and (eds.) Organizational Change and Redesign: Ideas and Insights for Improving Performance, New York: Oxford University Press, pp 346–82Google Scholar
1984. The Intellectual and Social Organization of the Sciences. Oxford: Clarendon PressGoogle Scholar
1972. ‘Field research on complex decision-making processes – the phase theorem’, International Studies in Management and Organization, 2: 156–82Google Scholar
, and 2002. ‘When theories become tools: toward a framework for pragmatic validity’, Human Relations 55(10): 1227–50CrossRefGoogle Scholar
1994. Case Study Research: Design and Methods. Thousand Oaks: Sage Publications (second edition)Google Scholar
and 1981. ‘Creativity in problem solving and planning: a review’, European Journal of Operational Research, 7: 1–13CrossRefGoogle Scholar
and 1999. Research Methodology in the Social, Behavioral and Life Sciences. London: SageCrossRefGoogle Scholar
1993. Knowledge for Action: a Guide for Overcoming Barriers to Organizational Change. San Francisco: Jossey-Bass PublishersGoogle Scholar
and 1978. Organizational Learning: a Theory of Action Perspective. Amsterdam: Addison-Wesley PublishersGoogle Scholar
, and 1985. Action Science, Concepts, Methods, and Skills for Research and Intervention. San Francisco: Jossey-Bass PublishersGoogle Scholar
and 2005. ‘From intended strategies to unintended outcomes: the impact of change recipient sense making’, Organization Studies, 26(11): 1573–1601CrossRefGoogle Scholar
1969. Organization development: its nature, origins and prospects. Reading: Addison-WesleyGoogle Scholar
, , , and 1999. Developing Industrial Case-Based Reasoning Applications – The INRECA Methodology. Berlin: Springer VerlagGoogle Scholar
1989. Toepasbaarheidsonderzoek IDEF-methoden. Master thesis (in Dutch). Eindhoven: Eindhoven University of TechnologyGoogle Scholar
and 1995. ‘Product development: past research, present findings, and future directions’, Academy of Management Review, 20(2): 343–78CrossRefGoogle Scholar
1985. The Irrational Organization: Irrationality as a Basis for Organizational Action and Change. Chichester: WileyGoogle Scholar
Burgoyne, J. G. 1994. ‘Stakeholder analysis’, in and (eds.) Qualitative Methods in Organizational Research: a Practical Guide. London: Sage, pp 187–207Google Scholar
1999. ‘The effectiveness of collective retrospection as a mechanism of organizational learning’, Journal of Applied Behavioral Science, 35(1): 109–30CrossRefGoogle Scholar
and 1994. Qualitative Methods in Organizational Research: a Practical Guide. London: SageGoogle Scholar
The Certified Quality Manager Handbook 1999. Milwaukee: American Society for Quality
Chell, E. 1998. ‘Critical incident technique’, in and (eds.) Qualitative Methods and Analysis in Organizational Research: a Practical Guide. London: Sage, pp 51–72Google Scholar
Chin, R. and Benne, K. D. 1976. ‘General strategies for effecting change in human systems’, in , , and (eds.) The Planning of Change. New York: Holt, Rinehart and WinstonGoogle Scholar
, and 1972. ‘A garbage can model of organizational choice’, Administrative Science Quarterly, 17: 1–25CrossRefGoogle Scholar
and 1997. ‘What makes teams work: group effectiveness research from the shop floor to the executive suite’, Journal of Management, 23(3): 239–90CrossRefGoogle Scholar
1998. Synthesizing Research: a Guide for Literature Reviews.Beverly Hills: Sage (third edition)Google Scholar
and 2001. Organizational Development and Change. Mason: South-Western College Publishing (seventh edition)Google Scholar
and 1986. ‘Organizational information requirements, media richness and structural design’, Management Science 32 (5): 554–71CrossRefGoogle Scholar
1969. Methodology: Foundations of Inference and Research in the Behavioral Sciences. Den Haag: MoutonGoogle Scholar
and 1994. ‘Capturing the complexity in advanced technology use: adaptive structuration theory’, Organization Science 5(2): 121–47CrossRefGoogle Scholar
1997. De Lerende Adviseur: een Onderzoek naar Intercollegiaal Consult in Organisatieadvisering. PhD thesis (in Dutch). Eindhoven University of TechnologyGoogle Scholar
Eden, C. and Huxham, C. 1996. ‘Action research for the study of organizations’, In , and (eds.) Handbook of Organization Studies, London: Sage, pp 526–42Google Scholar
, and 1996. ‘A survey of design philosophies, models, methods and systems’, Proceedings Institute of Mechanical Engineers, 210: 301–20CrossRefGoogle Scholar
and 2000. ‘Coordinating expertise in software development teams’, Management Science 46(12): 1554–68CrossRefGoogle Scholar
1954. ‘The critical incident technique’, Psychological Bulletin, 51(2): 327–58CrossRefGoogle Scholar
Forster, N. 1994. ‘The analysis of company documentation’, in and (eds.) Qualitative Methods in Organizational Research: a Practical Guide. London: Sage, pp 147–66Google Scholar
and 1999. Organizational Development: Behavioral Science Interventions for Organizational Improvement. Upper Saddle River: Prentice Hall (sixth edition)Google Scholar
and (eds.) 2001. Encyclopaedia of Operations Research and Management Science.Dordrecht: Kluwer Academic (second edition)Google Scholar
1998. Interfacemanagement van het Zorgproces voor COPD-patiënten. Master thesis (in Dutch). Eindhoven: Eindhoven University of TechnologyGoogle Scholar
Gherardi, S. and Nicolini, D. 2001. ‘The sociological foundations of organizational learning’, in , , and (eds.) Handbook of Organizational Learning and Knowledge. Oxford: Oxford University Press, pp 35–60Google Scholar
1996. ‘Towards a knowledge-based theory of the firm’, Strategic Management Journal, 17 (Winter Special Issue): 109–22CrossRefGoogle Scholar
2002. ‘Are our referencing errors undermining our scholarship and credibility? The case of expatriate failure rates’, Journal of Organizational Behaviour, 23(1): 127–48CrossRefGoogle Scholar
and (eds.) 2001. A Dictionary of Human Resource Management. Oxford: Oxford University PressGoogle Scholar
1995. Problem Solving in Business and Management: Hard, Soft and Creative Approaches. London: Chapman and HallGoogle Scholar
Hornby, P. and Symon, G. 1994. ‘Tracer studies’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 167–86Google Scholar
1991. ‘Organizational learning: the contributing processes and the literature’, Organization Science, 2(1): 88–115CrossRefGoogle Scholar
Johnson, G. I. and Briggs, P. 1994. ‘Question-asking and verbal protocol techniques’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 55–71Google Scholar
and 2006 Business Research, a Solution Oriented Approach. London: Butterworth-HeinemannGoogle Scholar
King, N. 1994. ‘The qualitative research interview’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 14–36Google Scholar
(ed.) 1996. Management Consulting, a Guide to the Profession. Geneva: International Labour Office (third edition)Google Scholar
and (eds.) 1989. Dismantling Truth: Reality in the Post-modern World. London: Weidenfeld and NicolsonGoogle Scholar
1996. Case-Based Reasoning: Experiences, Lessons and Future Directions. Menlo Park: American Association for Artificial IntelligenceGoogle Scholar
, and (eds.) 2004. Sage Encyclopaedia of Social Science Research Methods. London: SageGoogle Scholar
and 1984. Summing Up: the Science of Reviewing Research. Cambridge: Harvard University PressGoogle Scholar
2005. Knowledge Sharing within Rolls-Royce. (Master Thesis.) Eindhoven: Eindhoven University of TechnologyGoogle Scholar
and 1994. Qualitative Data Analysis: an Expanded Sourcebook. London: Sage (second edition)Google Scholar
and 1979. ‘To ask a question, one must know enough to know what is not known’, Journal of Verbal Learning and Verbal Behavior, 18: 357–64CrossRefGoogle Scholar
1984. Methoden van Toegepast Bedrijfskundig Onderzoek. (Lecture notes) Eindhoven: Eindhoven University of TechnologyGoogle Scholar
Nason, J. and Golding, D. 1998. ‘Approaching observation’, in and (eds.) Qualitative Methods and Analysis in Organizational Research. London: Sage, pp 234–49Google Scholar
Nederlands Normalisatie Instituut 1967. NEN 3283. (In Dutch.) Delft: NNI
1994. ‘A dynamic theory of organizational knowledge creation’, Organization Science, 5(1): 14–47CrossRefGoogle Scholar
1998. ‘The infeasibility of invariant laws in management studies: a reflective dialogue in defence of case studies’, Organization Science, 9: 2–15CrossRefGoogle Scholar
1984. ‘Types of organizational decision processes’, Administrative Science Quarterly, 29: 414–50CrossRefGoogle Scholar
2002a. ‘Evidence-based policy: the promise of ‘realist synthesis’’, Evaluation, 8(3): 340–58CrossRefGoogle Scholar
2002b. ‘Evidence and policy and naming and shaming’, Policy Studies, 23(3/4): 211–30CrossRefGoogle Scholar
Pelz, D. S. 1978. ‘Some expanded perspectives on the use of social science in public policy’, in and (eds.) Major Social Issues: a Multidisciplinary View. New York: Free Press 346–57Google Scholar
1994. ‘Knowledge, integration and the locus of learning: an empirical analysis of process development’, Strategic Management Journal, 15: 85–100CrossRefGoogle Scholar
1980. Strategies for Change: Logical Incrementalism. Homewood:Irwin
and (eds.) 2001. Handbook of Action Research: Participative Inquiry and Practice. London: SageGoogle Scholar
1938 Experience and Prediction. An Analysis of the Foundations and the Structure of Knowledge. Chicago: University of Chicago PressGoogle Scholar
(ed.) 2001. Handbook of Industrial Engineering. Chichester: Wiley-Interscience (third edition)CrossRefGoogle Scholar
2000. Engineering of Creativity: Introduction to TRIZ Methodology of Inventive Problem Solving. London: CRC-PressCrossRefGoogle Scholar
1969. Process Consulting: its Role in Organizational Development. Reading: Addison-WesleyGoogle Scholar
1996. The Sciences of the Artificial. Cambridge (MA): MIT Press (third edition; original edition 1969)Google Scholar
Simon, H. A. 1999. ‘Problem solving’, In and (eds.) The MIT Encyclopaedia of the Cognitive Sciences. London: MIT Press, pp 674–6Google Scholar
1997. ‘The importance of collaborative know-how: an empirical test of the learning organization’, Academy of Management Journal, 40(5): 1150–74Google Scholar
and 1986. ‘The project implementation profile: a new tool for project managers’, Project Management Journal, 17(4): 57–70Google Scholar
Steyaert, C. and Bouwen, R. 1994. ‘Group methods of organizational analysis’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 123–46Google Scholar
1987. Qualitative Analysis for Social Scientists. New York: Cambridge University PressCrossRefGoogle Scholar
and 1998. Basics of Qualitative Research. Newbury Park: Sage Publications (second edition)Google Scholar
and 1978. ‘An assessment of the scientific merits of action research’, Administrative Science Quarterly, 23: 582–603CrossRefGoogle Scholar
1996. ‘A common base for quality control criteria in quantitative and qualitative research’, Quality and Quantity, 30: 19–35CrossRefGoogle Scholar
Symon, G. 1998. ‘Qualitative research diaries’, in and (eds.) Qualitative Methods and Analysis in Organizational Research. London: Sage, pp 94–117Google Scholar
and 1998. Qualitative Methods and Analysis in Organizational Research: a Practical Guide. London: SageGoogle Scholar
1983 Managing Strategic Change: Technical, Political and Cultural Dynamics. Chichester: Wiley InternationalGoogle Scholar
, and 2003. ‘Towards a methodology for developing evidence-informed management knowledge by means of systematic review’, British Journal of Management, 14: 207–22CrossRefGoogle Scholar
and (eds.) 2003. The Oxford Handbook of Organization Theory. Oxford: Oxford University PressGoogle Scholar
1978. ‘Technical communication in R&D laboratories: the impact of project work characteristics’, Academy of Management Journal. 21(4): 624–45Google Scholar
and 1978. ‘Information processing as an integrating concept in organizational design’, Academy of Management Review, 3(3): 613–23Google Scholar
2002. Strategievorming en Organisatiestructurering. (In Dutch) Deventer: Kluwer (second edition)Google Scholar
2004. ‘Management research based on the paradigm of the design sciences: the quest for tested and grounded technological rules’, Journal of Management Studies, 41(2): 219–46CrossRefGoogle Scholar
2005a. ‘Management research as a design science: articulating the research products of mode 2 knowledge production’, British Journal of Management, 16: 19–39CrossRefGoogle Scholar
2005b. ‘Valid knowledge for the professional design of large and complex design processes’, Design Studies, 26: 379–404CrossRefGoogle Scholar
Van der Wiel, M. W. J., Szegedi, K. H. P. and Weggeman, M. C. D. P. 2004. ‘Professional learning: deliberate attempts at developing expertise’, in , and (eds.) Professional Learning. Dordrecht: Kluwer Academic, pp 181–206Google Scholar
and 1995. ‘Explaining development and change in organizations’, Academy of Management Review, 20(3): 510–40Google Scholar
, , and 1991. Onderzoeken & Veranderen: Methoden van Praktijkonderzoek. Houten: Stenfert KroeseGoogle Scholar
1988. Tales of the Field: on Writing Ethnography. Chicago: University of Chicago PressGoogle Scholar
1997. Procesbeheersing in de Logistiek. Master thesis (in Dutch). Eindhoven University of TechnologyGoogle Scholar
1997. ‘Towards a methodology of psychological practice’, Theory and Psychology, 7(5): 683–700CrossRefGoogle Scholar
1993. SAFER: Near Miss Rapportage bij Hoogovens IJmuiden. (Master Thesis) Eindhoven: Eindhoven University of TechnologyGoogle Scholar
2002. ‘Organizational learning through post-project reviews in R&D’, R&D Management, 32(3): 255–68Google Scholar
Waddington, D. 1994. ‘Participant observation’, in and (eds.) Qualitative Methods in Organizational Research. London: Sage, pp 107–22Google Scholar
1995. ‘Managerial and organizational cognition: notes from a trip down memory lane’, Organization Science 6(3): 280–321CrossRefGoogle Scholar
1997. Applying Case-Based Reasoning: Techniques for Enterprise Systems, San Francisco: Morgan Kaufman PublishersGoogle Scholar
Weick K. E. 1993. ‘Organizational redesign as improvisation’, in and (eds.) Organizational Change and Redesign: Ideas and Insights for Improving Performance, New York: Oxford University Press, pp 346–82Google Scholar
1984. The Intellectual and Social Organization of the Sciences. Oxford: Clarendon PressGoogle Scholar
1972. ‘Field research on complex decision-making processes – the phase theorem’, International Studies in Management and Organization, 2: 156–82Google Scholar
, and 2002. ‘When theories become tools: toward a framework for pragmatic validity’, Human Relations 55(10): 1227–50CrossRefGoogle Scholar
1994. Case Study Research: Design and Methods. Thousand Oaks: Sage Publications (second edition)Google Scholar