| W-002 |
Evaluating Causal
Explanations of Samples of One |
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| W-003 |
Creating an
Organization by Enacting Routines |
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| W-004 |
The
Inconclusiveness of Scientific Knowledge about Change – and
some ideas about what practitioners may do about it |
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| W-005 |
As If It Were
Relevant – A Social Systems Perspective on the Relation
between Theory and Practice |
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| W-006 |
The Organizing of
Academic Management Knowledge Production and Diffusion |
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| W-010 |
Building
Academics-Practitioners Partnership as Means for Generating
Usable Knowledge |
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| W-013 |
Constructing
Academically Valid Workable Knowledge in Management
Research: A Methodological Framework |
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| W-014 |
Why Collaboration
with Practitioners Is often Referred to in Management
Science as a Remedy for the Rigor-Relevance-Gap and Why This
Is Not a Promising Idea |
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| W-017 |
Re-assembling the
Relevance Argument in Organisational and Management research:
Mode 2 and Actor Network Theory |
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| W-019 |
Strategic
Management as an Applied Science, But not as We (Academics)
Know It |
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| W-020 |
Passionate Humility:
Linking Reflection with Double-Loop Learning |
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| W-021 |
The Problem with
Knowledge: A Temporal Orientation Perspective on the
Theory-Practice Divide |
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| W-024 |
Weeding Out
Unproductive Lines of Organization Research By Intervention
and Experimentation |
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| W-025 |
Designing an ICT
Solution for A Multi-Actor Environment: The KMP Project
Experimentation |
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| W-027 |
Towards an
Aristotelian Reading of Argyris’ Conception of Actionable
Knowledge in Organization Studies |
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| W-028 |
Knowledge and
Practice: Organization Studies within a Comparative and
Historical Context |
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| W-029 |
My Affair With the
"Other": The Interpenetration of Research and Practice |
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| W-030 |
A
Hypothesis-Verifying Publication Norm. Leading to (Non-)Significant
Management Research? |
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| W-031 |
Bad for Practice,
Good for Practice. Modes of Theory Building in Organization
Research |
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| W-034 |
Aesthetic
Leadership Knowledge Production and Consumption |
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| W-037 |
Concepts on the
Catwalk: The Role of Fashion in Mediating between Academic
and Practitioner Knowledge |
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| W-040 |
The Research
Entrepreneur – An Analysis of the Research Environment |
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| W-041 |
Reflecting on our
Practice: Revisiting the Role of the Academic (Discourse) |
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| W-042 |
Understanding the
Theory-Practice Gap in Selection: A Discourse Analytic
Approach |
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| W-045 |
Using Pareto-Based
Science to Enhance Knowledge for Practical Relevance |
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| W-046 |
Explaining Process
and Performance in the Co-Production of Knowledge: A
Comparative Analysis of Collaborative Research Projects |
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| W-047 |
'Knowledge Traffic'
and the Performance of Organization: A Study of Knowledge in
Flight |
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| W-051 |
Developing
Capabilities for Practice: Do We Really Teach MBAs How to be
Effective Strategists? |
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| W-052 |
Theory and Practice
in Organizational and Strategic Management – A Theoretical
Perspective |
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| W-053 |
Organizational
Theory Development: Displacement of Ends? |
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| W-057 |
Developing
Organization Studies as an Applied Science Using a Triple
Learning Approach |
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| W-059 |
Towards a
Perspective of Co-existing Practices |
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| W-069 |
When Policy Meets
Practice – The Problems of 'Mode 2' Initiatives in the
Translation of Academic Knowledge |
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| W-070 |
Concepts of Truth
and Relevance in Management Research: A Pragmatic
Consideration |
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| W-071 |
Marketing Knowledge
Development: The Tension in Integrating Knowledge Generation
Approaches into Practice |
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| W-073 |
Closing the
Theory-Practice Split: Students and Professors as
Co-constructors of Knowledge |
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| W-075 |
Theory as Therapy:
Towards Reflective Theorizing in Organization Studies |
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| W-076 |
A Note on the
Concept of Relevance |
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| W-077 |
The Knowing
Epistemology of Management Gurus |
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| W-078 |
Timely
Co-Generation and Sharing of Knowledge |
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