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Legitimizing, leveraging, and launching: Developing dynamic capabilities in the MNE

Journal of international business studies, 2022-06, Vol.53 (4), p.636-656

2022

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Organizational identity work in MNE subsidiaries: Managing dual embeddedness

Journal of international business studies, 2022-12, Vol.53 (9), p.1997-2022

2022

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The Power of the Platform: Place and Employee Responses to Organizational Change

The Journal of applied behavioral science, 2021-06, Vol.57 (2), p.174-203

2021

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Amplify or Suppress? Top Leader Perspective on External Stakeholders' Influence on Organizational Change Outcomes

The Journal of applied behavioral science, 2023-12, Vol.59 (4), p.647-686

2023

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Coping, Not Choking, Under the Pressure of a Terrorist Attack: A Crisis Leadership Coping Model

The Journal of applied behavioral science, 2022-06, Vol.58 (2), p.223-255

2022

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Embodied, embedded and educated: How everyday heroes strive to save lives during a pandemic

Marketing theory, 2023-03, Vol.23 (1), p.59-79

2023

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Showcasing phenomenon-driven research on organizational change

Journal of change management, 2016-10, Vol.16 (4), p.245-264

2016

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Restoring trust in the context of strategic change

Strategic organization, 2018-11, Vol.16 (4), p.401-428

2018

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Change Management Choices and Trajectories in a Multidivisional Firm

British journal of management, 2010-03, Vol.21 (1), p.7-27

2010

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Change experience and employee reactions: developing capabilities for change

Personnel review, 2012-01, Vol.41 (1), p.106-124

2012

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Developing Organizational Social Capital or Prima Donnas in MNEs? The Role of Global Leadership Development Programs

Human resource management, 2013-07, Vol.52 (4), p.607-625

2013

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Designing global leadership development programmes that promote social capital and knowledge sharing

European journal of international management, 2015, Vol.9 (4), p.442

2015

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Developing capacity for change

Journal of change management, 2006-06, Vol.6 (2), p.217-231

2006

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Making Radical Change Happen Through Selective Inclusion and Exclusion of Stakeholders

British journal of management, 2009-06, Vol.20 (2), p.219-237

2009

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Progress in Evidence: You Can’t Always Get What You Want

The Journal of applied behavioral science, 2014-03, Vol.50 (1), p.34-39

2014

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Qualitative Challenges for Complexifying Organizational Change Research: Context, Voice, and Time

The Journal of applied behavioral science, 2012-06, Vol.48 (2), p.121-134

2012

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The dynamics of union-management collaboration during postmerger integration

Long range planning, 2023-12, Vol.56 (6), p.102326, Article 102326

2023

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Successful and Unsuccessful Radical Transformation of Multinational Mobile Telephony Companies: The Role of Institutional Context

The Multiple Dimensions of Institutional Complexity in International Business Research, 2021, Vol.15, p.339-362

2021

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Innovation by Proxy: How Technology Spinouts Can Benefit the Parent Firm

Academy of Management Annual Meeting Proceedings, 2023, Vol.2023 (1)

2023

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Methods for Tracking and Trailing Change

Research in Organizational Change and Development, 2013, Vol.21, p.149-174

Stensaker, Inger G.

2013

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Hvordan få to tidligere konkurrenter til å samarbeide? – StatoilHydros integrasjonsmodell

Praktisk økonomi og finans, 2009-11, Vol.25 (3), p.61-70

Stensaker, Inger G.

2009

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Intentions, Temporality and Tensions: How Structural Ambidexterity Develops Over Time

Academy of Management Annual Meeting Proceedings, 2024, Vol.2024 (1)

2024

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Momentum for Change and Stakeholder Dynamics in the Public Sector

Academy of Management Annual Meeting Proceedings, 2020, Vol.2020 (1), p.16982

2020

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Mission Possible? How divisional leaders reassemble change initiatives to develop change capacity

Academy of Management Annual Meeting Proceedings, 2018, Vol.2018 (1), p.14229

2018

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Narratives of Change Implementation: The Making and Breaking of Boundaries

Academy of Management Annual Meeting Proceedings, 2019, Vol.2019 (1), p.12222

2019

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Legitimizing, leveraging, and launching: Developing dynamic capabilities in the MNE

Organizational identity work in MNE subsidiaries: Managing dual embeddedness

The Power of the Platform: Place and Employee Responses to Organizational Change

Amplify or Suppress? Top Leader Perspective on External Stakeholders' Influence on Organizational Change Outcomes

Coping, Not Choking, Under the Pressure of a Terrorist Attack: A Crisis Leadership Coping Model

Embodied, embedded and educated: How everyday heroes strive to save lives during a pandemic

Showcasing phenomenon-driven research on organizational change

Restoring trust in the context of strategic change

Change Management Choices and Trajectories in a Multidivisional Firm

Change experience and employee reactions: developing capabilities for change

Developing Organizational Social Capital or Prima Donnas in MNEs? The Role of Global Leadership Development Programs

Designing global leadership development programmes that promote social capital and knowledge sharing

Developing capacity for change

Making Radical Change Happen Through Selective Inclusion and Exclusion of Stakeholders

Progress in Evidence: You Can’t Always Get What You Want

Qualitative Challenges for Complexifying Organizational Change Research: Context, Voice, and Time

The dynamics of union-management collaboration during postmerger integration

Successful and Unsuccessful Radical Transformation of Multinational Mobile Telephony Companies: The Role of Institutional Context

Innovation by Proxy: How Technology Spinouts Can Benefit the Parent Firm

Methods for Tracking and Trailing Change

Hvordan få to tidligere konkurrenter til å samarbeide? – StatoilHydros integrasjonsmodell

Intentions, Temporality and Tensions: How Structural Ambidexterity Develops Over Time

Momentum for Change and Stakeholder Dynamics in the Public Sector

Mission Possible? How divisional leaders reassemble change initiatives to develop change capacity

Narratives of Change Implementation: The Making and Breaking of Boundaries

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