All Stories

  1. Mechanisms as boundary objects for connecting design with science in operations management research
  2. Applying design science in public policy and administration research
  3. A Dynamic Perspective on Collaborative Innovation for Smart City Development: The role of uncertainty, governance, and institutional logics
  4. Designing a deep-tech venture builder to address grand challenges and overcome the valley of death
  5. Designing and Testing a Tool That Connects the Value Proposition of Deep-Tech Ventures to SDGs
  6. From theories to tools: Calling for research on technological innovation informed by design science
  7. Design Science Research for a New Society: Society 5.0
  8. Mechanisms in open innovation: A review and synthesis of the literature
  9. Methodology for development of an expert system to derive knowledge from existing nature-based solutions experiences
  10. The Seven Capital Sins in the Governance of Blockchain Ecosystems
  11. The Nature-Based Solutions Case-Based System: A hybrid expert system
  12. Design principles for sustainability assessments in the business model innovation process
  13. Designing for Resilience: How Dutch Maternity Care Collaborations Anticipate, Adapt, and Thrive during a Pandemic
  14. Power as an enabling force: An integrative review
  15. Crafting and Assessing Design Science Research for Entrepreneurship
  16. Against All Odds: How Eindhoven Emerged as a Deeptech Ecosystem
  17. The Dynamics of Governing Enterprise Blockchain Ecosystems
  18. Enhancing the Replication Potential of Smart Lighting Projects
  19. Dynamism in policy-affiliated transition intermediaries
  20. How to Control Civil Servants: Designing and Testing a Solution Informed by Game Theory
  21. The nature-based solutions planning support system: A playground for site and solution prioritization
  22. Barriers to the Adoption of Urban Living Labs for NBS Implementation: A Systemic Perspective
  23. Learning in complex public systems: the case of MINUSMA’s intelligence organization
  24. Charging for Collaboration: Exploring the Dynamics of Temporal Fit in Interdependent Constellations for Innovation
  25. How Structural Empowerment Boosts Organizational Resilience: A case study in the Dutch home care industry
  26. Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy in Social Systems
  27. Mixing Oil with Water: Framing and Theorizing in Management Research Informed by Design Science
  28. Knowledge Triangles in Dutch Entrepreneurial Ecosystems
  29. Ladders of Authority, Status, Responsibility and Ideology: Toward a Typology of Hierarchy
  30. Toward the Dynamic Modeling of Transition Problems: The Case of Electric Mobility
  31. Uptake and implementation of Nature-Based Solutions: An analysis of barriers using Interpretive Structural Modeling
  32. Intermediating the energy transition across spatial boundaries: Cases of Sweden and Spain
  33. Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model
  34. The Construction of the COVID-19 Pandemic: Designing Societal Solutions That Would Prevent a Full Lockdown
  35. Latent organizing for responding to emergencies: foundations for research
  36. An Exploratory Study of Middle Manager’s Roles in Continuous Improvement
  37. Applying design science in public policy and administration research
  38. The Role of Middle Management in Continuous Improvement: The Bermuda Triangle of Leadership, Implementation and Behavioral Change
  39. Mixing Oil with Water: How to Effectively Teach Design Science in Management Education?
  40. Climbing up and down the hierarchy of accountability: implications for organization design
  41. Studying transitions: Past, present, and future
  42. Barriers and drivers for technology commercialization by SMEs in the Dutch sustainable energy sector
  43. Do Empowered Employees Boost Organizational Resilience? A Case Study in the Dutch Home Care Industry
  44. Key Enablers of and Barriers to the Uptake and Implementation of Nature-Based Solutions in Urban Settings: A Review
  45. Revitalizing the Quest for Professionalism in Business and Management: Purpose, Knowledge, Behavior, and Expectation
  46. The influence of the physical work environment of business centres on social networking and knowledge sharing in the Netherlands
  47. The influence of personal- and business centre characteristics on knowledge sharing types in business centres
  48. Beyond Command and Control: Tensions Arising From Empowerment Initiatives
  49. How to Make Living Labs More Financially Sustainable? Case Studies in Italy and the Netherlands
  50. A Vignette Study of Middle Managers’ Responses to Continuous Improvement Initiatives by Top Management
  51. A multi-level perspective on innovation ecosystems for path-breaking innovation
  52. Entrepreneurship at the interface of design and science: Toward an inclusive framework
  53. Beyond Command and Control: Tensions Between Power over Others and Power to Act
  54. United People: Designing A New Model of Global Governance
  55. Searching for Partners in Open Innovation Settings: How to Overcome the Constraints of Local Search
  56. Why, when, and how to combine system dynamics with other methods: Towards an evidence-based framework
  57. The Role of Middle Managers in Becoming Lean: A Systematic Review and Synthesis of the Literature
  58. Toward the Blueprint of Campus-Based Ecosystems for Innovation
  59. Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity
  60. Management as a science-based profession: a grand societal challenge
  61. Toetsen van schriftelijke werkstukken
  62. From Competition and Collusion to Consent-Based Collaboration: A Case Study of Local Democracy
  63. The evaluation of university inventions: Judging a book by its cover?
  64. Strategies for designing new venture units in complex contexts
  65. Developing actionable knowledge on value crafting: A design science approach
  66. Differences between business center concepts in The Netherlands
  67. Taking Nothing for Granted in Management Education: A Systemic Perspective on the Role of Reflective Questioning
  68. Towards Common Ground and Trading Zones in Management Research and Practice
  69. Internal alignment and external viability of innovation ecosystems: A multi-level perspective
  70. How to counteract the suppression of exploration in publicly traded corporations
  71. Academic entrepreneurship: Which inventors do technology licensing officers prefer for spinoffs?
  72. Reflective Questioning in Management Education
  73. Dynamics of Resource Slack and Constraints: Resource Positions in Action
  74. Creating the Future Together: Toward a Framework for Research Synthesis in Entrepreneurship
  75. Toetsen van schriftelijke werkstukken
  76. How to Design for Strategic Resilience: A Case Study in Retailing
  77. The Formation of Fairness Perceptions in the Cooperation between Entrepreneurs and Universities
  78. The Wide Lens: A New Strategy for Innovation. By Ron Adner. Portfolio/Penguin: London, 2012, ISBN 9780670921683, £15, pp. 288.
  79. Building resilience capabilities at “Big Brown Box, Inc.”
  80. Building resilience capabilities at “Big Brown Box, Inc.” Liisa Välikangas and A. Georges L. Romme
  81. A Design Science Approach to Evidence-Based Management
  82. Value creation by knowledge‐based ecosystems: evidence from a field study
  83. Guest editorial: Five steps towards exploring the future of operations management
  84. Developing a Human‐centred and Science‐based Approach to Design: The Knowledge Management Platform Project
  85. Micro-Institutional Affordances and Strategies of Radical Innovation
  86. The Dynamism of Organizational Practices: The Role of Employment Blueprints
  87. Getting Trapped in the Suppression of Exploration: A Simulation Model
  88. Organizational Development Interventions: An Artifaction Perspective
  89. Dynamic capability and staff induction practices in small firms
  90. Strategy Formation and Corporate Citizenship
  91. Dynamic capabilities, deliberate learning and environmental dynamism: a simulation model
  92. Policy principles for the creation and success of corporate and academic spin-offs
  93. Reinventing the future: adding design science to the repertoire of organization and management studies
  94. Unpacking Dynamic Capability: A Design Perspective
  95. The Evolution of Design Requirements in the Trajectory of Artificiality: A Research Agenda
  96. Organovermiculite nanofillers in polypropylene
  97. Creating University Spin-Offs: A Science-Based Design Perspective
  98. Introduction to the Special Issue: Organization Studies as a Science for Design: Creating Collaborative Artifacts and Research
  99. Creating Better Understandings of Organizations While Building Better Organizations
  100. Toward Science-Based Design in Organization Development
  101. Construction Principles and Design Rules in the Case of Circular Design
  102. Unanimity Rule and Organizational Decision Making: A Simulation Model
  103. Action research, emancipation and design thinking
  104. Perceptions of the Value of Microworld Simulation: Research Note
  105. Designing Management Education:Practice What You Teach
  106. Making a Difference: Organization as Design
  107. Organizing Education by Drawing on Organization Studies
  108. Learning Outcomes of Microworlds for Management Education
  109. Microworld Learning Assessment
  110. Cyclicality of capital-intensive industries: a system dynamics simulation study of the paper industry
  111. Simulation as a research tool in management studies
  112. Circular organizing and triple loop learning
  113. Domination, Self-Determination and Circular Organizing
  114. Redistributing Power in the Classroom: the Missing Link in Problem-Based Learning
  115. Toward the learning organization: the case of circular re-engineering
  116. Book Review: Antisocial Behavior in Organizations
  117. Toward the learning organization: the case of circular re‐engineering
  118. Organizational Learning, Circularity and Double-Linking
  119. Work, authority and participation: the scenario of circular organizing
  120. Editors' Introduction
  121. Mapping the landscape of organizational learning
  122. A NOTE ON THE HIERARCHY-TEAM DEBATE
  123. A NOTE ON THE HIERARCHY–TEAM DEBATE
  124. Making organizational learning work: Consent and double linking between circles
  125. Non‐participation and system dynamics
  126. Self-organizing processes in top management teams: A boolean comparative approach
  127. The Role of Hierarchy in Self-Organizing Systems
  128. Boolean comparative analysis of qualitative data
  129. The sociocratic model of organizing
  130. Changing business systems in the European paper and pulp industry
  131. The Process of Self-Renewal by Management Teams
  132. Book Reviews : Andrew Pettigrew, Ewan Ferlie and Lorna McKee: Shaping Strategic Change
  133. Book Reviews: Cynthia Hardy: Strategies for Rentrenchment and Turnaround: The Politics of Survival
  134. Vertical Integration as Organizational Strategy Formation
  135. Projecting female labor supply: The relevance of social norm change
  136. Assessing the process and content of strategy in different organizations
  137. LINKAGES BETWEEN CONTROLLERS