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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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    References listed on IDEAS

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    10. Vinay K. Garg & Bruce A. Walters & Richard L. Priem, 2003. "Chief executive scanning emphases, environmental dynamism, and manufacturing firm performance," Strategic Management Journal, Wiley Blackwell, vol. 24(8), pages 725-744, August.
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    Cited by:

    1. 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.
    2. 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.
    3. Brown, Andrew D., 2018. "Making sense of the war in Afghanistan," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 53(C), pages 43-56.

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