Page 267 -
P. 267
256 REFERENCES
Clark, P., Newell, S., Burcher, P., Bennett, B., Sharif i, S. and Swan, J. (1992). The decision-episode
framework and computer aided production management (CAPM). International Studies of
Management and Organization, 22, 69–80.
Cohen, W. M. and Levinthal, D. A. (1990). Absorptive-capacity – a new perspective on learning and
innovation. Administrative Science Quarterly, 35(1), 128–152.
Collins, H. (1985). Changing Order; Replication and Induction in Scientific Practice. London: Sage.
Contu, A. and Willmott, H. (2003). Re-embedding situatedness: The importance of power relations in
learning theory. Organization Science: A Journal of the Institute of Management Sciences, 14, 283.
Conway, S. (1995). Informal boundary-spanning communication in the innovation process – an
empirical-study. Technology Analysis & Strategic Management, 7(3), 327–342.
Conway, S. and Steward, F. (2006). Managing Innovation. Oxford: OUP.
Cook, S. D. N. and Brown, J. S. (1999). Bridging epistemologies: The generative dance between
organizational knowledge and organizational knowing. Organization Science, 10, 381–400.
Coombs, R. (2003). The changing character of ‘service innovation’ and the emergence of ‘knowl-
edge intensive business services’. In B. Dankbarr (Ed.) Innovation Management in the Knowledge
Economy. London: Imperial College Press, pp. 83–96.
Coombs, R. and Hull, R. (1998). Knowledge management practices and path dependency in inno-
vation. Research Policy, 27, 237–253.
Cooper, D., Hinings, R. and Greenwood, R. (1996). Sedimentation and transformation in organi-
zational change: The case of Canadian law firms. Organization Studies, 17(4), 623–647.
Courpasson, D. (2000). Managerial strategies of domination: Power in soft bureaucracies.
Organization Studies, 21(1), 141–162.
Cross, R. and Sproull, L. (2004). More than an answer: Information relationships for actionable
knowledge. Organization Science, 15(4), 446–462.
Cross, R., Davenport, T. and Cantrell, S. (2003). The social side of performance. MIT Sloan Man-
agement Review, 45, 20.
Crozier, M. (1964). The Bureaucratic Phenomenon. Chicago: University of Chicago Press.
Cyert, R. M. and March, J. G. (1963). A Behavioral Theory of the Firm. Englewood Cliffs, NJ:
Prentice-Hall.
Damanpour, F. (1987). The adoption of technological, administrative and ancillary innovations:
Impact of organizational factors. Journal of Management, 13, 675–688.
Dankbaar, B. (2003). Innovation Management in the Knowledge Economy. London: Imperial College
Press.
Davenport, T. (2000). Mission Critical: Realizing the Promise of Enterprise Systems. Cambridge, MA:
Harvard Business Press.
Davenport, T. (2005). Thinking for a Living. Boston: Harvard Business School press.
Davenport, T. and Prusak, L. (1997). Information Ecology: Mastering the Information Knowledge
Environment. New York: Open University Press.
Davenport, T., Jarvenpaa, S. L. and Beers, M. C. (1996). Improving knowledge work processes.
Sloan Management Review, Summer, 37, 53–65.
David, G., Chand, D., Newell, S. and Resende-Santos, J. (2008). Integrated collaboration across
distributed sites: The perils of process and the promise of practice. Journal of Information
Technology, 23(1), 44–54.
Deal, T. and Kennedy, A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Read-
ing, Mass.: Addison-Wesley.
Dervin, B. (1998). Sense-making theory and practice: An overview of user interests in knowledge
seeking and use. Journal of Knowledge Management, 2(2), 36–45.
Desouza, K. and Evaristo, J. R. (2004). Managing knowledge in distributed projects. Communica-
tions of the ACM, 47(4), 87–91.
6/5/09 7:22:38 AM
9780230_522015_12_ref01.indd 256
9780230_522015_12_ref01.indd 256 6/5/09 7:22:38 AM