| Dealing with revered past: Historical identity statements and strategic change in Japanese family firms I Sasaki, J Kotlar, D Ravasi, E Vaara Strategic Management Journal 41 (3), 590-623, 2020 | 134 | 2020 |
| Going beyond national cultures–Dynamic interaction between intra-national, regional, and organizational realities I Sasaki, K Yoshikawa Journal of World Business 49 (3), 455-464, 2014 | 79 | 2014 |
| Configurations of craft: Alternative models for organizing work J Kroezen, D Ravasi, I Sasaki, M Żebrowska, R Suddaby Academy of management annals 15 (2), 502-536, 2021 | 73 | 2021 |
| Family Firms as Institutions: Cultural reproduction and status maintenance among multi-centenary shinise in Kyoto I Sasaki, D Ravasi, E Micelotta Organization Studies 40 (6), 793-831, 2019 | 66 | 2019 |
| Syrian women refugees: Coping with indeterminate liminality during forcible displacement S Alkhaled, I Sasaki Organization Studies 43 (10), 1583-1605, 2022 | 46 | 2022 |
| Managing cultural specificity and cultural embeddedness when internationalizing: Cultural strategies of Japanese craft firms I Sasaki, N Nummela, D Ravasi Journal of International Business Studies 52, 245-281, 2021 | 46 | 2021 |
| Understanding the impact of internal marketing practices on both employees' and managers' organizational commitment in elderly care homes G Bermúdez-González, I Sasaki, D Tous-Zamora Journal of Service Theory and Practice 26 (1), 28-49, 2016 | 40 | 2016 |
| System‐spanning values work and entrepreneurial growth in family firms J Raitis, I Sasaki, J Kotlar Journal of Management Studies 58 (1), 104-134, 2021 | 36 | 2021 |
| Cultural approach to understanding the long-term survival of firms–Japanese Shinise firms in the sake brewing industry I Sasaki, H Sone Business History 57 (7), 1020-1036, 2015 | 32 | 2015 |
| Increasing dispositional legitimacy: Progressive legitimation dynamics in a trajectory of settlements S Baba, I Sasaki, E Vaara Academy of Management Journal 64 (6), 1927-1968, 2021 | 23 | 2021 |
| Something borrowed, something new: Challenges in using qualitative methods to study under-researched international business phenomena AR Reuber, S Alkhaled, H Barnard, C Couper, I Sasaki Journal of International Business Studies 53 (9), 2147-2166, 2022 | 11 | 2022 |
| Historical consciousness and bounded imagination: How history inspires and shapes innovation in long-lived firms I Sasaki, D Ravasi Academy of Management Discoveries 10 (1), 59-90, 2024 | 3 | 2024 |
| Shades of Cultural Marginalization: Cultural Survival and Autonomy Processes I Sasaki, S Baba Organization Theory 5 (1), 26317877231221552, 2024 | 2 | 2024 |
| When Top Managers’ Temporal Orientations Collide: Middle managers and the strategic use of the past I Sasaki, M Kotosaka, A De Massis Organization Studies, 01708406241236604, 2024 | 1 | 2024 |
| David Defeating Goliath: Institutional Work of A Marginalized Actor Within Institutional Complexity S Baba, I Sasaki Academy of Management Proceedings 2016 (1), 14609, 2016 | 1 | 2016 |
| The way to organizational longevity-Balancing stability and change in Shinise firms I Sasaki KAuppakorkeakoulun julkaisusarja A, 2015 | 1 | 2015 |
| Secret for the longevity in Japanese Shinise companies: values and artifacts I Sasaki | 1 | 2011 |
| Craftwork makes a comeback, again J Kroezen, D Ravasi, I Sasaki, M Żebrowska, R Suddaby Academy of Management Insights, 2021 | | 2021 |
| Maintenance of the Vulnerable Hybrid Identity: When Traditions and Modernity Meet in the Wilderness S Baba, I Sasaki, E Vaara Academy of Management Proceedings 2021 (1), 14077, 2021 | | 2021 |
| Dealing with revered past I Sasaki, J Kotlar, D Ravasi, E Vaara WILEY-BLACKWELL, 2020 | | 2020 |
