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Andrew H. Van de Ven
University of Minnesota
SociologyBusinessEconomicsPublic relationsKnowledge management
154Publications
53H-index
33.2kCitations
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Publications 153
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#1Anant Mishra (UMN: University of Minnesota)H-Index: 8
#2Kingshuk K. Sinha (UMN: University of Minnesota)H-Index: 22
Last. Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
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ABSTRACTWe can learn many lessons on being an engaged scholar from the career of Andre L. Delbecq.
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#1Erik Stam (UU: Utrecht University)H-Index: 28
#2Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
There is a growing interest in ecosystems as an approach for understanding the context of entrepreneurship at the macro level of an organizational community. It consists of all the interdependent actors and factors that enable and constrain entrepreneurship within a particular territory. Although growing in popularity, the entrepreneurial ecosystem concept remains loosely defined and measured. This paper shows the value of taking a systems view of the context of entrepreneurship: understanding e...
3 CitationsSource
#1Peter Smith RingH-Index: 20
This chapter examines three kinds of relational bonds (trust-based commitments, forbearance-based commitments, and apprehension-based commitments) on which parties rely in the processes employed in negotiating, committing, and executing their cooperative inter-organizational relationships (CIORs). It also considers three different societal contexts with strong, moderately strong, and weak exogenous governance safeguards in which these relational bonds are employed. The authors propose a process ...
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#1Paul S. Adler (SC: University of Southern California)H-Index: 42
Last. Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
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#1Rajshree AgarwalH-Index: 38
#2Jay B. Barney (UofU: University of Utah)H-Index: 59
Last. Shaker A. Zahra (UMN: University of Minnesota)H-Index: 85
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#1Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
#2John P. Bechara (Tilburg University)H-Index: 3
Last. Kangyong Sun (Hitotsubashi University)H-Index: 3
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The dominant model of behavioral learning may not apply to organizations because it assumes that the people involved agree in their outcome assessments of actions and have relatively equal power to engage in joint learning. We relax these assumptions of consensus and power balance in order to apply the model to organizational (as opposed to individual) learning. We examine what happens when parties from different organizational units and levels engage jointly in learning from recurrent events. W...
1 CitationsSource
#1Jiao Luo (UMN: University of Minnesota)H-Index: 7
#2Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
Last. Yuan Jiang (SJTU: Shanghai Jiao Tong University)H-Index: 9
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Abstract Organizations around the world are designing new forms of organizing in order to deal with the challenges of advances in information technology and digitization that promote increases in customization and innovation in the face of global competition. This paper presents a case study examining the challenges experienced by a large multinational firm as it transforms from a hierarchical product organization to an open platform network organization. We show that (a) role confusion, (b) con...
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#1Sebastian Raisch (University of Geneva)H-Index: 16
#2Timothy J. Hargrave (CWU: Central Washington University)H-Index: 2
Last. Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
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Paradox theory enables management research to replace either/or thinking with more integrative both/and approaches. Despite this achievement, greater theoretical complexity is needed to account for paradoxical tensions’ intricacies. We use dialectics theory to unpack the learning processes through which organizational members and collectives build their capacity to understand and cope with complex tensions over time. Building on these insights, we develop a paradox process model that resembles a...
1 CitationsSource
#1Tomi Laamanen (HSG: University of St. Gallen)H-Index: 18
#2Jeffrey Pfeffer (Stanford University)H-Index: 84
Last. Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
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This Special Issue of Academy of Management Discovery (AMD) examines how the Sharing economy can reshape the traditional management theories and practices. We define “sharing economy” as a socio-economic ecosystem that commonly uses information technology to connect different stakeholders – individuals, companies, governments, and other – to share or access different products and services and to enable collaborative consumption (Belk, 2014; Hamari, Sjoklint, and Ukkonen, 2016; Wosskow, 2014). We...
3 CitationsSource
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