| Producing persuasive findings: Demystifying ethnographic textwork in strategy and organization research P Jarzabkowski, R Bednarek, JK Lê Strategic organization 12 (4), 274-287, 2014 | 248 | 2014 |
| Institutional ambidexterity: Leveraging institutional complexity in practice P Jarzabkowski, M Smets, R Bednarek, G Burke, P Spee Institutional logics in action, part B, 37-61, 2013 | 195 | 2013 |
| Conducting global team-based ethnography: Methodological challenges and practical methods P Jarzabkowski, R Bednarek, L Cabantous Human relations 68 (1), 3-33, 2015 | 163 | 2015 |
| Transcendence through rhetorical practices: Responding to paradox in the science sector R Bednarek, S Paroutis, J Sillince Organization Studies 38 (1), 77-101, 2017 | 156 | 2017 |
| Making a market for acts of God: The practice of risk-trading in the global reinsurance industry P Jarzabkowski, R Bednarek, P Spee Oxford University Press, USA, 2015 | 151 | 2015 |
| Exploring inter-organizational paradoxes: Methodological lessons from a study of a grand challenge P Jarzabkowski, R Bednarek, K Chalkias, E Cacciatori Strategic Organization 17 (1), 120-132, 2019 | 128 | 2019 |
| The lived experience of paradox: How individuals navigate tensions during the pandemic crisis C Pradies, I Aust, R Bednarek, J Brandl, S Carmine, J Cheal, ... Journal of Management Inquiry 30 (2), 154-167, 2021 | 88 | 2021 |
| Toward a social practice theory of relational competing P Jarzabkowski, R Bednarek Strategic Management Journal 39 (3), 794-829, 2018 | 79 | 2018 |
| Technological invention to product innovation: A project management approach MJ Ahn, O Zwikael, R Bednarek International Journal of Project Management 28 (6), 559-568, 2010 | 75 | 2010 |
| Paradox in everyday practice: Applying practice-theoretical principles to paradox J Lê, R Bednarek | 60 | 2017 |
| Dynamic client portfolios as sources of ambidexterity: Exploration and exploitation within and across client relationships R Bednarek, G Burke, P Jarzabkowski, M Smets Long Range Planning 49 (3), 324-341, 2016 | 51 | 2016 |
| Studying paradox as process and practice P Jarzabkowski, R Bednarek, J Lê Perspectives on process organization studies: Dualities, dialectics and …, 2018 | 43 | 2018 |
| Exploring technology agglomeration patterns for multinational pharmaceutical and biotechnology firms MJ Ahn, M Meeks, S Davenport, R Bednarek Journal of Commercial Biotechnology 16, 17-32, 2010 | 43 | 2010 |
| Enabling rapid financial response to disasters: Knotting and reknotting multiple paradoxes in interorganizational systems P Jarzabkowski, R Bednarek, K Chalkias, E Cacciatori Academy of Management Journal 65 (5), 1477-1506, 2022 | 41 | 2022 |
| Integrative ambidexterity: One paradoxical mode of learning MP Cunha, R Bednarek, W Smith The Learning Organization 26 (4), 425-437, 2019 | 39 | 2019 |
| The role of artifacts in establishing connectivity within professional routines P Jarzabkowski, R Bednarek, P Spee Open Access Te Herenga Waka-Victoria University of Wellington, 2016 | 34 | 2016 |
| Legitimacy defense during post-merger integration: Between coupling and compartmentalization P Sinha, U Daellenbach, R Bednarek Strategic Organization 13 (3), 169-199, 2015 | 32 | 2015 |
| Managing risk as a duality of harm and benefit: A study of organizational risk objects in the global insurance industry R Bednarek, K Chalkias, P Jarzabkowski British Journal of Management 32 (1), 235-254, 2021 | 25 | 2021 |
| Death of distance?—biotechnology agglomeration patterns, alliance proximity, and firm performance MJ Ahn, MD Meeks, S Davenport, R Bednarek International Journal of Innovation and Technology Management 6 (03), 247-264, 2009 | 19 | 2009 |
| The value of interdisciplinary research to advance paradox in organization theory R Bednarek, MP e Cunha, J Schad, W Smith Interdisciplinary dialogues on organizational paradox: Learning from belief …, 2021 | 17 | 2021 |
