| Exploring the field of open innovation M Elmquist, T Fredberg, S Ollila European Journal of Innovation Management 12 (3), 326-345, 2009 | 559 | 2009 |
| Managing open innovation: Present findings and future directions T Fredberg, M Elmquist, S Ollila Vinnova, 2008 | 185 | 2008 |
| Explicating the role of innovation intermediaries in the “unknown”: A contingency approach M Agogué, E Berthet, T Fredberg, P Le Masson, B Segrestin, M Stoetzel, ... Journal of Strategy and Management 10 (1), 19-39, 2017 | 150 | 2017 |
| Implications of openness: A study into (all) the growing literature on open innovation E Giannopoulou, A Yström, S Ollila, T Fredberg, M Elmquist Journal of technology management & innovation 5 (3), 162-180, 2010 | 124 | 2010 |
| The paradox of tie strength in customer relationships for innovation: a longitudinal case study in the sports industry T Fredberg, FT Piller R&D Management 41 (5), 470-484, 2011 | 90 | 2011 |
| Business models for M-services: Exploring the E-newspaper case from a consumer view C Eriksson, T Kalling, M Åkesson, T Fredberg Journal of Electronic Commerce in Organizations (JECO) 6 (2), 29-57, 2008 | 73 | 2008 |
| Developing and sustaining change capability via learning mechanisms: A longitudinal perspective on transformation T Fredberg, F Norrgren, AB Shani Research in organizational change and development, 117-161, 2011 | 65 | 2011 |
| Higher ambition: How great leaders create economic and social value M Beer Harvard Business Press, 2011 | 65 | 2011 |
| If I say it’s complex, it bloody well will be: CEO strategies for managing paradox T Fredberg The Journal of Applied Behavioral Science 50 (2), 171-188, 2014 | 62 | 2014 |
| The uncompromising leader. RA Eisenstat, M Beer, N Foote, T Fredberg, F Norrgren Harvard Business Review 86 (7-8), 50-7, 157, 2008 | 58 | 2008 |
| Real options for innovation management T Fredberg International Journal of Technology Management 39 (1-2), 72-85, 2007 | 50 | 2007 |
| Organizational transformation: Handling the double-edged sword of urgency T Fredberg, JE Pregmark Long Range Planning 55 (2), 102091, 2022 | 31 | 2022 |
| Embracing commitment and performance: CEOs and practices used to manage paradox T Fredberg, M Beer, RA Eisenstat, N Foote, F Norrgren Available at SSRN 1086443, 2008 | 23 | 2008 |
| Organization renewal through entrepreneurial initiatives: When the seed changes the soil T Fredberg, JE Pregmark Research in organizational change and development 26, 99-126, 2018 | 21 | 2018 |
| A contingency approach of open innovation intermediaries-the management principles of the" intermediary of the unknown" M Agogué, E Berthet, T Fredberg, P Le Masson, B Segrestin, M Stoetzel, ... 13th Annual Conference of the European Academy of Management, EURAM 2013, 36 p., 2013 | 20 | 2013 |
| Lighting the campfire: The creation of a community of interest around a media company T Johansson International Journal on Media Management 4 (1), 4-12, 2002 | 20 | 2002 |
| The higher ambition leader N Foote, R Eisenstat, T Fredberg Harvard business review 89 (9), 94, 2011 | 18 | 2011 |
| Transformation in a tightly nested system: Employing fast cycles of change T Fredberg, J Pregmark Research in organizational change and development, 185-219, 2016 | 17 | 2016 |
| The paradox of strong and weak ties F Piller, T Fredberg Working Paper RWTH Aachen University and Chalmers University, Aachen and …, 2009 | 17 | 2009 |
| Organising customers: learning from big brother T Fredberg Long Range Planning 42 (3), 320-340, 2009 | 16 | 2009 |
Susanne (Sanne) OllilaProfessor in Organizational Behavior, Chalmers University of Technology在 chalmers.se 的电子邮件经过验证
