Page 270 -
P. 270

REFERENCES   259

                            Grant, R. (2000). Prospering in dynamically-competitive environments: Organizational capability as
                              knowledge integration. Organization Science, 7(4), 375–387.
                            Gratton, L. and Ghoshal, S. (2005). Beyond best practices. MIT Sloan Management Review, 46(3),
                              49–57.
                            Greenberg, J. and Baron, R. (2000). Behavior in Organizations, 7th edn. Englewood Cliffs, NJ:
                              Prentice-Hall.
                            Greenwood, R., Hinings, C. R. and Brown, J. (1990). ‘P2-Form’ strategic management: Corporate
                              practices in professional partnerships. Academy of Management Journal, 33(4), 725–755.
                            Grindley, P., McBryde, R. and Roper, M. (1989). Technology and the Competitive Edge: The Case of
                              Richardson Sheffield. London: London Business School.
                            Guest, D. E. (1990). Human resource management and the American dream. Journal of Manage-
                              ment Studies, 27(4), 377–397.
                            Hackman, R. (1990). Groups That Work (and Those That Don’t): Conditions for Effective Teamwork.
                              San Francisco: Jossey-Bass.
                            Halliday, T. (1985). Knowledge mandates: Collective influence by scientific, normative and syncretic
                              professions. The British Journal of Sociology, 36(3), 421–439.
                            Hansen, M. (1999). The search share problem: The role of weak ties in sharing knowledge across
                              organizational sub-units. Administrative Science Quarterly, 44, 82–111.
                            Hansen, M., Nohria, N. and Tierney, T. (1999). What’s your strategy for managing knowledge?
                              Harvard Business Review, 77(2), 106–117.
                            Hardy, C. (1996). Understanding power: Bringing about strategic change.  British Journal of
                              Management, Special Issue, 7(1), S3–S16.
                            Hardy, C. and Phillips, N. (1998). Strategies of engagement: Lessons from the critical examina-
                              tion of collaboration and conflict in an interorganizational domain. Organization Science, 9(2),
                              217–230.
                            Hardy, C., Phillips, N. and Lawrence, T. B. (2003). Resources, knowledge and influence: The organiza-
                              tional effects of interorganizational collaboration. Journal of Management Studies, 40(2), 321–347.
                            Harris, M. (2006). Technology, innovation and post-bureaucracy: The case of the British library.
                              Journal of Organizational Change Management, 19(1), 80–92.
                            He, J., Butler, B. and King, W. R. (2007). Team cognition: Development and evolution in
                              software project teams. Journal of Management Information Systems, 24(2), 261–292.
                            Hendriks, P. H. J. (2003). Managing innovation as knowledge work. In B. Dankbaar (Ed.)
                              Innovation Management in the Knowledge Economy. London: Imperial College Press,
                              pp. 321–342.
                            Hidalgo, A. and Albor, J. (2008). Innovation management techniques and tools: A review from
                              theory and practice. R&D Management, 38(2), 113–127.
                            Hill, S. (1995). The social organization of boards of directors. The British Journal of Sociology, 46(2),
                              245–279.
                            Hislop, D., Newell, S., Scarbrough, H. and Swan, J. (2000). Networks, knowledge and power:
                              Decision making, politics and the process of innovation. Technology Analysis & Strategic Manage-
                              ment, 12(3), 399–411.
                            Hobday, M. (2000). The project-based organization: An ideal form for managing complex products
                              and systems? Research Policy, 29, 871–893.
                            Horwitz, F., Heng, C. T. and Quazi, A. (2003). Finders keepers? Attracting, motivating and retain-
                              ing knowledge workers. Human Resource Management Journal, 13(4), 23–44.
                            Hosking, D. M. and Morley, I. E. (1991). A Social Psychology of Organizing: People, Processes and
                              Contexts. London: Harvester Wheatsheaf.
                            Huang, J., Newell, S., Poulson, B. and Galliers, R. (2007). Creating value from a commodity process:
                              A case study of a call center. Journal of Enterprise Information Management, 20(4), 396–413.









                                                                                             6/5/09   7:22:38 AM
                  9780230_522015_12_ref01.indd   259                                         6/5/09   7:22:38 AM
                  9780230_522015_12_ref01.indd   259
   265   266   267   268   269   270   271   272   273   274   275