All Stories

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