Shahzad Ansari

Strategy and Management · 2007–2017

A researcher in the Science corpus: 7 papers; trusts 31 researchers and is trusted by 7 researchers here, as inferred from the citation graph.

Subfields

• Strategy and Management — 113 citations into it; #4,361 of 10,874 by trust here, #3,597 by citations
• Organizational Behavior and Human Resource Management — 57 citations into it; #3,502 of 8,741 by trust here, #4,498 by citations
• Management Science and Operations Research — 41 citations into it
• Economics and Econometrics — 39 citations into it
• Sociology and Political Science — 32 citations into it
• Management of Technology and Innovation — 30 citations into it
• Accounting — 16 citations into it
• Management Information Systems — 11 citations into it

Whom Shahzad Ansari trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Paul R. Carlile
2. Beth A. Bechky
3. Mary Tripsas
4. Frank T. Rothaermel
5. Ron Adner
6. Peer C. Fiss
7. J. Pierce
8. Henk W. Volberda
9. T. Kostova
10. Erwin Danneels

Who trusts Shahzad Ansari overall

1. S. Manning
2. Y. Xing
3. Gerard George
4. Jeffrey G. York
5. Julie Battilana
6. Subhabrata Banerjee
7. René Bohnsack

Papers from Shahzad Ansari's perspective

Ordered by how strongly the researchers Shahzad Ansari trusts endorse each paper. Same corpus, a different order for every researcher.

1. Sharing Meaning Across Occupational Communities: The Transformation of Understanding on a Production Floor (Organ. Sci.)
2. Exploration and Exploitation in Organizational Learning
3. Dominance by birthright: entry of prior radio producers and competitive ramifications in the U. S.
4. When Are Technologies Disruptive: A Demand-Based View of the Emergence of Competition
5. Organizational Ambidexterity: Antecedents, Outcomes, and Moderators
6. Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms
7. Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry
8. Leadership, Capabilities, and Technological Change: The Transformation of NCR in the Electronic Era
9. Incumbent's advantage through exploiting complementary assets via interfirm cooperation
10. Building theories from case study research (STUDI ORGANIZZATIVI)

Their papers

• Impact at the ‘Bottom of the Pyramid’: The Role of Social Capital in Capability Development and Community Empowerment (2012) — 573 citations
• Constructing a Climate Change Logic: An Institutional Perspective on the "Tragedy of the Commons" (2013) — 362 citations
• Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017) — 233 citations
• The disruptor's dilemma: : TiVo and the U.S. television ecosystem (2016) — 477 citations
• How are Practices Made to Vary? Managing Practice Adaptation in a Multinational Corporation (2014) — 162 citations
• Incumbent Performance in the Face of a Radical Innovation: Towards a Framework for Incumbent Challenger Dynamics (2012) — 189 citations
• Overcoming Inaction through Collective Institutional Entrepreneurship: Insights from Regime Theory (2007) — 368 citations