Items

• Empirical Studies of Agile Software Development: A Systematic Review

  Dybå, T., & Dingsøyr, T. (2008). Empirical Studies of Agile Software Development: A Systematic Review. Information and Software Technology, 50(9), 833–859. https://doi.org/10.1016/j.infsof.2008.01.006
  

• Public Sector Management Reform in Developing Countries: Perspectives Beyond NPM Orthodoxy

  Brinkerhoff, D. W., & Brinkerhoff, J. M. (2015). Public Sector Management Reform in Developing Countries: Perspectives Beyond NPM Orthodoxy. Public Administration and Development, 35(4), 222–237. https://doi.org/10.1002/pad.1739
  

• Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later

  Benner, M. J., & Tushman, M. L. (2015). Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later. Academy of Management Review, 40(4), 497–514. https://doi.org/10.5465/amr.2015.0042
  

• Innovation as a Learning Process: Embedding Design Thinking

  Beckman, S. L., & Barry, M. (2007). Innovation as a Learning Process: Embedding Design Thinking. California Management Review, 50(1), 25–56. https://doi.org/10.2307/41166415
  

• Experience-Based Design: From Redesigning the System Around the Patient to Co-Designing Services with the Patient

  Bate, P., & Robert, G. (2006). Experience-Based Design: From Redesigning the System Around the Patient to Co-Designing Services with the Patient. BMJ Quality & Safety, 15(5), 307–310. https://doi.org/10.1136/qshc.2005.016527
  

• Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA)

  Andrews, M., Pritchett, L., & Woolcock, M. (2013). Escaping Capability Traps Through Problem Driven Iterative Adaptation (PDIA). World Development, 51, 234–244. https://doi.org/10.1016/j.worlddev.2013.05.011
  

• A Dynamic Theory of Organizational Knowledge Creation

  Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14–37. https://doi.org/10.1287/orsc.5.1.14
  

• The Uncertainty of the Past: Organizational Learning Under Ambiguity

  March, J. G., & Olsen, J. P. (1975). The Uncertainty of the Past: Organizational Learning Under Ambiguity. European Journal of Political Research, 3(2), 147–171. https://doi.org/10.1111/j.1475-6765.1975.tb00521.x
  

• Organizational Learning

  Levitt, B., & March, J. G. (1988). Organizational Learning. Annual Review of Sociology, 14(1), 319–338. https://doi.org/10.1146/annurev.so.14.080188.001535
  

• Organizational Learning: The Contributing Processes and the Literatures

  Huber, G. P. (1991). Organizational Learning: The Contributing Processes and the Literatures. Organization Science, 2(1), 88–115. https://doi.org/10.1287/orsc.2.1.88
  

• Information in Organizations as Signal and Symbol

  Feldman, M. S., & March, J. G. (1981). Information in Organizations as Signal and Symbol. Administrative Science Quarterly, 26(2), 171–186. https://doi.org/10.2307/2392467
  

• Toward a Model of Organizations as Interpretation Systems

  Daft, R. L., & Weick, K. E. (1984). Toward a Model of Organizations as Interpretation Systems. Academy of Management Review, 9(2), 284–295. https://doi.org/10.5465/amr.1984.4277657
  

• Double Loop Learning in Organizations

  Argyris, C. (1977, September 1). Double Loop Learning in Organizations. Harvard Business Review, 55(5), 115–125.
  

• Organizing for Continuous Improvement: Evolutionary Theory Meets the Quality Revolution

  Winter, S. G. (1994). Organizing for Continuous Improvement: Evolutionary Theory Meets the Quality Revolution. In J. A. C. Baum & J. V. Singh (Eds.), Evolutionary Dynamics of Organizations (pp. 90–108). Oxford University Press.
  

• Quality Improvement: A Sensemaking Perspective

  Weick, K. E. (2000). Quality Improvement: A Sensemaking Perspective. In R. E. Cole & W. R. Scott (Eds.), The Quality Movement and Organization Theory (pp. 155–172). SAGE. https://us.sagepub.com/en-us/nam/the-quality-movement-and-organization-theory/book9893
  

• Distinguishing Control from Learning in Total Quality Management: A Contingency Perspective

  Sitkin, S. B., Sutcliffe, K. M., & Schroeder, R. G. (1994). Distinguishing Control from Learning in Total Quality Management: A Contingency Perspective. Academy of Management Review, 19(3), 537–564. https://doi.org/10.5465/amr.1994.9412271813
  

• Management Theory and Total Quality: Improving Research and Practice Through Theory Development

  Dean, J. W., & Bowen, D. E. (1994). Management Theory and Total Quality: Improving Research and Practice Through Theory Development. Academy of Management Review, 19(3), 392–418. https://doi.org/10.5465/amr.1994.9412271803
  

• Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited

  Benner, M. J., & Tushman, M. L. (2003). Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited. Academy of Management Review, 28(2), 238–256. https://doi.org/10.5465/amr.2003.9416096
  

• A Theory of Quality Management Underlying the Deming Management Method

  Anderson, J. C., Rungtusanatham, M., & Schroeder, R. G. (1994). A Theory of Quality Management Underlying the Deming Management Method. Academy of Management Review, 19(3), 472–509. https://doi.org/10.5465/amr.1994.9412271808
  

• The Rhetoric and Reality of Total Quality Management

  Zbaracki, M. J. (1998). The Rhetoric and Reality of Total Quality Management. Administrative Science Quarterly, 43(3), 602–636. https://doi.org/10.2307/2393677