Innovation in a global consulting firm: when the problem is too much diversity

By Marie Louise Mors. 2010

156 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a3cf4612da8b3ec0742b297ddcdbd5540b84d60d

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In Strategy and Management

Citations in the corpus

Social structure and technology spillovers from foreign to domestic firms (2012, unknown): “ties are essential to be able to integrate and implement new technologies (McDermott & Corredoira, 2010; Mors, 2010; Tortoriello & Krackhardt, 2010).”
Rotating Leadership and Collaborative Innovation (2011, background): “Diverse participation is linked to innovation and firm performance in multiple contexts (Reagans and Zuckerman, 2001; Beckman, 2006; Mors, 2009).”
The Behavioral Theory of the Firm: Assessment and Prospects (2012, background): “Brass, 1995; Mors, 2010 ), suggesting that the organization level effect may be a result of organizational members searching through their personal networks.”
Innovation as a Knowledge-Based Outcome (2011, background): “For example, Mors (2010) measures the ability of individuals to create new knowledge and define innovation as a recombination of knowledge (see also George et al., 2008).”
Harvesting Value from Brokerage: Individual Strategic Orientation, Structural Holes, and Performance (2017, background): “If the knowledge that alters provide is toodiverse (Mors, 2010), theremight be incentives for the broker to integrate those contributions to facilitate knowledge recombination (Obstfeld, 2005).”
Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective (2015, background): “While we focused exclusively on intraorganizational networks, prior research has shown that ties reaching out to other organizations are often an important conduit of information that may affect innovation (Mors, 2010).”