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Why don’t (or do) organizations learn from projects?

Management learning, 2010-07, Vol.41 (3), p.325-344

2010

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Strategic opportunities (and challenges) of algorithmic decision-making: A call for action on the long-term societal effects of ‘datification’

The journal of strategic information systems, 2015-03, Vol.24 (1), p.3-14

2015

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Managing Knowledge and Managing Knowledge Work: What we know and what the Future holds

Journal of information technology, 2015-03, Vol.30 (1), p.1-17

Newell, Sue

2015

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Responsibly strategizing with the metaverse: Business implications and DEI opportunities and challenges

The journal of strategic information systems, 2023-06, Vol.32 (2), p.101774, Article 101774

2023

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The lifecycle of algorithmic decision-making systems: Organizational choices and ethical challenges

The journal of strategic information systems, 2021-09, Vol.30 (3), p.101683, Article 101683

2021

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Knowledge risks in organizational networks: The practice perspective

The journal of strategic information systems, 2012-03, Vol.21 (1), p.18-30

2012

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The mediating role of artifacts in position practice at work: Examples from a project-based context

Information & management, 2019-06, Vol.56 (4), p.602-613

2019

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Strategy, Resource Orchestration and E-commerce Enabled Social Innovation in Rural China

The journal of strategic information systems, 2017-03, Vol.26 (1), p.3-21

2017

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Mindful revolution or mindless trend? Examining agile development as a management fashion

European journal of information systems, 2016-03, Vol.25 (2), p.154-169

2016

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Realizing the strategic potential of e-HRM

The journal of strategic information systems, 2013-09, Vol.22 (3), p.187-192

2013

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The Role of Networks In the Diffusion of Technological Innovation

Journal of management studies, 1996-05, Vol.33 (3), p.333-359

1996

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Depth and breadth of external knowledge search and performance: The mediating role of absorptive capacity

Industrial marketing management, 2015-05, Vol.47, p.86-97

2015

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Communicational ambidexterity as a new capability to manage social media communication within organizations

The journal of strategic information systems, 2015-06, Vol.24 (2), p.49-64

2015

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Special section on healthcare information systems

The journal of strategic information systems, 2011-06, Vol.20 (2), p.158-160

Newell, Sue

2011

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The object of knowledge: The role of objects in biomedical innovation

Human relations (New York), 2007-12, Vol.60 (12), p.1809-1837

2007

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Social practices and the management of knowledge in project environments

International journal of project management, 2003-04, Vol.21 (3), p.157-166

2003

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From public ideology to socio-material reproduction of agile principles: The case of pivotal labs

Information and organization, 2018-12, Vol.28 (4), p.192-210

2018

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Project social capital, leadership and trust: A study of human resource information systems development

Journal of managerial psychology, 2007, Vol.22 (4), p.350-368

2007

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Enhancing Cross-Project Learning

Engineering management journal, 2004-03, Vol.16 (1), p.12-20

Newell, Sue

2004

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Sharing Knowledge Across Projects: Limits to ICT-led Project Review Practices

Management learning, 2006-06, Vol.37 (2), p.167-185

2006

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Accounting logics, reconfiguration of ERP systems and the emergence of new accounting practices: A sociomaterial perspective

Management accounting research, 2011-09, Vol.22 (3), p.181-197

2011

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Trust and inter-organizational networking

Human relations (New York), 2000-10, Vol.53 (10), p.1287-1328

2000

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Knowledge integration processes and dynamics within the context of cross-functional projects

International journal of project management, 2003-04, Vol.21 (3), p.167-176

2003

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Site-shifting as the source of ambidexterity: Empirical insights from the field of ticketing

The journal of strategic information systems, 2014-03, Vol.23 (1), p.29-44

2014

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‘Best’ for whom?: the tension between ‘best practice’ ERP packages and diverse epistemic cultures in a university context

The journal of strategic information systems, 2004-12, Vol.13 (4), p.305-328

2004

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Why don’t (or do) organizations learn from projects?

Strategic opportunities (and challenges) of algorithmic decision-making: A call for action on the long-term societal effects of ‘datification’

Managing Knowledge and Managing Knowledge Work: What we know and what the Future holds

Responsibly strategizing with the metaverse: Business implications and DEI opportunities and challenges

The lifecycle of algorithmic decision-making systems: Organizational choices and ethical challenges

Knowledge risks in organizational networks: The practice perspective

The mediating role of artifacts in position practice at work: Examples from a project-based context

Strategy, Resource Orchestration and E-commerce Enabled Social Innovation in Rural China

Mindful revolution or mindless trend? Examining agile development as a management fashion

Realizing the strategic potential of e-HRM

The Role of Networks In the Diffusion of Technological Innovation

Depth and breadth of external knowledge search and performance: The mediating role of absorptive capacity

Communicational ambidexterity as a new capability to manage social media communication within organizations

Special section on healthcare information systems

The object of knowledge: The role of objects in biomedical innovation

Social practices and the management of knowledge in project environments

From public ideology to socio-material reproduction of agile principles: The case of pivotal labs

Project social capital, leadership and trust: A study of human resource information systems development

Enhancing Cross-Project Learning

Sharing Knowledge Across Projects: Limits to ICT-led Project Review Practices

Accounting logics, reconfiguration of ERP systems and the emergence of new accounting practices: A sociomaterial perspective

Trust and inter-organizational networking

Knowledge integration processes and dynamics within the context of cross-functional projects

Site-shifting as the source of ambidexterity: Empirical insights from the field of ticketing

‘Best’ for whom?: the tension between ‘best practice’ ERP packages and diverse epistemic cultures in a university context

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