All Stories

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