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Achieving adaptive ends through equivocality: A study of organizational antecedents and consequences

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  • Neill, Stern
  • Rose, Gregory M.

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  • Neill, Stern & Rose, Gregory M., 2007. "Achieving adaptive ends through equivocality: A study of organizational antecedents and consequences," Journal of Business Research, Elsevier, vol. 60(4), pages 305-313, April.
    • Handle: RePEc:eee:jbrese:v:60:y:2007:i:4:p:305-313
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    8. Pamela S. Barr, 1998. "Adapting to Unfamiliar Environmental Events: A Look at the Evolution of Interpretation and Its Role in Strategic Change," Organization Science, INFORMS, vol. 9(6), pages 644-669, December.
    9. David M. Schweiger & William R. Sandberg, 1989. "The utilization of individual capabilities in group approaches to strategic decision‐making," Strategic Management Journal, Wiley Blackwell, vol. 10(1), pages 31-43, January.
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    1. Brown, Andrew D., 2018. "Making sense of the war in Afghanistan," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 53(C), pages 43-56.
    2. Christian Julmi, 2019. "When rational decision-making becomes irrational: a critical assessment and re-conceptualization of intuition effectiveness," Business Research, Springer;German Academic Association for Business Research, vol. 12(1), pages 291-314, April.
    3. Wang, Nan & Sun, Yongqiang & Shen, Xiao-Liang & Zhang, Xi, 2018. "A value-justice model of knowledge integration in wikis: The moderating role of knowledge equivocality," International Journal of Information Management, Elsevier, vol. 43(C), pages 64-75.

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