| The antecedents, consequences, and mediating role of organizational ambidexterity CB Gibson, J Birkinshaw Academy of management Journal 47 (2), 209-226, 2004 | 6208 | 2004 |
| Organizational ambidexterity: Antecedents, outcomes, and moderators S Raisch, J Birkinshaw Journal of management 34 (3), 375-409, 2008 | 3800 | 2008 |
| Organizational ambidexterity: Balancing exploitation and exploration for sustained performance S Raisch, J Birkinshaw, G Probst, ML Tushman Organization science 20 (4), 685-695, 2009 | 3256 | 2009 |
| Management innovation J Birkinshaw, G Hamel, MJ Mol Academy of management Review 33 (4), 825-845, 2008 | 3144 | 2008 |
| Transnational Management: Text, Cases & Readings in Cross-Border C Bartlett, P Beamish Illinois, McGraw-Hill Education, 2010 | 2393 | 2010 |
| Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies J Birkinshaw, N Hood Academy of management review 23 (4), 773-795, 1998 | 2289 | 1998 |
| The innovation value chain. MT Hansen, J Birkinshaw Harvard business review 85 (6), 121-30, 142, 2007 | 1849 | 2007 |
| Entrepreneurship in multinational corporations: The characteristics of subsidiary initiatives J Birkinshaw Strategic management journal 18 (3), 207-229, 1997 | 1837 | 1997 |
| Building ambidexterity into an organization J Birkinshaw, C Gibson MIT Sloan management review, 2004 | 1770 | 2004 |
| Knowledge transfer in international acquisitions H Bresman, J Birkinshaw, R Nobel Journal of international business studies 30, 439-462, 1999 | 1741 | 1999 |
| Building firm‐specific advantages in multinational corporations: the role of subsidiary initiative J Birkinshaw, N Hood, S Jonsson Strategic management journal 19 (3), 221-242, 1998 | 1568 | 1998 |
| Configurations of strategy and structure in subsidiaries of multinational corporations JM Birkinshaw, AJ Morrison Journal of international business studies 26, 729-753, 1995 | 1423 | 1995 |
| Managing the post‐acquisition integration process: How the human iintegration and task integration processes interact to foster value creation J Birkinshaw, H Bresman, L Håkanson Journal of management studies 37 (3), 395-425, 2000 | 1274 | 2000 |
| The sources of management innovation: When firms introduce new management practices MJ Mol, J Birkinshaw Journal of business research 62 (12), 1269-1280, 2009 | 1215 | 2009 |
| Centers of excellence in multinational corporations TS Frost, JM Birkinshaw, PC Ensign Strategic management journal 23 (11), 997-1018, 2002 | 1202 | 2002 |
| Clarifying the distinctive contribution of ambidexterity to the field of organization studies J Birkinshaw, K Gupta Academy of Management Perspectives 27 (4), 287-298, 2013 | 1004 | 2013 |
| How multinational subsidiary mandates are gained and lost J Birkinshaw Journal of International Business Studies 27, 467-495, 1996 | 931 | 1996 |
| From a distance and generalizable to up close and grounded: Reclaiming a place for qualitative methods in international business research J Birkinshaw, MY Brannen, RL Tung Journal of International Business Studies 42, 573-581, 2011 | 899 | 2011 |
| Weight versus voice: How foreign subsidiaries gain attention from corporate headquarters C Bouquet, J Birkinshaw Academy of Management journal 51 (3), 577-601, 2008 | 874 | 2008 |
| Innovation in multinational corporations: control and communication patterns in international R&D operations R Nobel, J Birkinshaw Strategic management journal 19 (5), 479-496, 1998 | 826 | 1998 |
Andrew PettigrewProfessor of Strategy and Organisation, Said Business School, University of Oxford在 sbs.ox.ac.uk 的电子邮件经过验证
Andrew PettigrewProfessor of Strategy and Organisation, Said Business School, University of Oxford在 sbs.ox.ac.uk 的电子邮件经过验证