Inertia in Japanese Organizations: Knowledge Management Routines and Failure to Innovate

By Simon Collinson, D. Wilson. 2006

173 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f3d303ed9d97359f93da082899c4128747e66210

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. Jennifer A. Howard-Grenville
2. Simon Collinson
3. Alan M. Rugman

In Strategy and Management

1. Simon Collinson
2. Anne Parmigiani
3. Alan M. Rugman
4. Jennifer A. Howard-Grenville
5. Alain Verbeke
6. K. Meyer
7. Christian Geisler Asmussen
8. Ans Kolk

Citations in the corpus

• Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness (2011, unknown): “However, the informal routines that underpin the implementation of these structures often prove much more difficult to modify (e.g. Collinson and Wilson, 2006; Criscuolo and Narula, 2007).”
• Routines Revisited: Exploring the Capabilities and Practice Perspectives (2011, background): “The interdependence of routines, both within and between firms, can lead to stickiness and difficulty of change (Collinson & Wilson, 2006 ; Dyer & Hatch, 2006 ; Szulanski, 1996).”
• Entrepreneurial orientation and SME performance in China’s changing environment: The moderating effects of strategies (2010, unknown): “Researchers believe that it is more the organizational norm than the physical structure of an organization that influences the firm’s innovation capabilities ( Collinson & Wilson, 2006 ).”
• Organizational Path Dependence: Opening the Black Box (2009, unknown): “…and competences by drawing, for instance, on awkward routines, groupthink, or fixed cognitive maps (e.g., Beckman & Burton, 2008; Burgelman, 2002; Collinson & Wilson, 2006; Gilbert, 2005; Hannan & Freeman, 1984; Helfat, 1994; Huff & Huff, 2000; Stimpert, Wasserman, & We thank the four anonymous…”
• The regional nature of Japanese multinational business (2008, background): “The study revealed specific organisational characteristics that differentiated the Japanese firm from the British firm, underpinned competitive advantages in steel production and innovation, and were nontransferable, that is, location-bound (Collinson & Wilson, 2006).”