Made to fit: How practices vary as they diffuse SS Ansari, PC Fiss, EJ Zajac Academy of management review 35 (1), 67-92, 2010 | 1211 | 2010 |
Impact at the ‘bottom of the pyramid’: The role of social capital in capability development and community empowerment S Ansari, K Munir, T Gregg Journal of management studies 49 (4), 813-842, 2012 | 835 | 2012 |
The disruptor's dilemma: TiVo and the US television ecosystem S Ansari, R Garud, A Kumaraswamy Strategic management journal 37 (9), 1829-1853, 2016 | 666 | 2016 |
Overcoming inaction through collective institutional entrepreneurship: Insights from regime theory F Wijen, S Ansari Organization studies 28 (7), 1079-1100, 2007 | 513 | 2007 |
Constructing a climate change logic: An institutional perspective on the “tragedy of the commons” S Ansari, F Wijen, B Gray Organization Science 24 (4), 1014-1040, 2013 | 455 | 2013 |
From interactions to institutions: Microprocesses of framing and mechanisms for the structuring of institutional fields B Gray, JM Purdy, S Ansari Academy of management review 40 (1), 115-143, 2015 | 386 | 2015 |
When times collide: Temporal brokerage at the intersection of markets and developments J Reinecke, S Ansari Academy of Management Journal 58 (2), 618-648, 2015 | 347 | 2015 |
Taming wicked problems: The role of framing in the construction of corporate social responsibility J Reinecke, S Ansari Journal of Management Studies 53 (3), 299-329, 2016 | 344 | 2016 |
Rethinking ‘top‐down’and ‘bottom‐up’roles of top and middle managers in organizational change: Implications for employee support MLM Heyden, SPL Fourné, BAS Koene, R Werkman, S Ansari Journal of management studies 54 (7), 961-985, 2017 | 336 | 2017 |
Incumbent performance in the face of a radical innovation: Towards a framework for incumbent challenger dynamics SS Ansari, P Krop Research policy 41 (8), 1357-1374, 2012 | 289 | 2012 |
Perspectives on disruptive innovations A Kumaraswamy, R Garud, S Ansari Journal of Management Studies 55 (7), 1025-1042, 2018 | 246 | 2018 |
How are practices made to vary? Managing practice adaptation in a multinational corporation S Ansari, J Reinecke, A Spaan Organization studies 35 (9), 1313-1341, 2014 | 220 | 2014 |
Mutualism and the dynamics of new platform creation: A study of Cisco and fog computing S Khanagha, S Ansari, S Paroutis, L Oviedo Strategic Management Journal 43 (3), 476-506, 2022 | 183 | 2022 |
Inter-generational transitions in socio-technical systems: The case of mobile communications S Ansari, R Garud Research Policy 38 (2), 382-392, 2009 | 153 | 2009 |
Text me! New consumer practices and change in organizational fields S Ansari, N Phillips Organization Science 22 (6), 1579-1599, 2011 | 152 | 2011 |
What is a “fair” price? Ethics as sensemaking J Reinecke, S Ansari Organization Science 26 (3), 867-888, 2015 | 147 | 2015 |
Corporate corruption: A review and an agenda for future research A Castro, N Phillips, S Ansari Academy of Management Annals 14 (2), 935-968, 2020 | 127 | 2020 |
Time, temporality and process studies J Reinecke, S Ansari The Sage handbook of process organization studies, 402-416, 2017 | 124 | 2017 |
Are logics enough? Framing as an alternative tool for understanding institutional meaning making J Purdy, S Ansari, B Gray Journal of Management Inquiry 28 (4), 409-419, 2019 | 111 | 2019 |
Understanding Management Models. Going Beyond" What" and" Why" to" How" Work Gets Done in Organizations J Birkinshaw, S Ansari Foss, JN, & Saebi, 85-103, 2015 | 95 | 2015 |