"CEOs and Popular Management Concepts: Innovation Heuristics, Boundary Capability and Effectuation"

This is a qualitative empirical study on global leaders’ use of popular management concepts. Why do top executives read such concepts, rather than richly available validated theory, as they cope with the conflicting demands of the current business context? Does – and if yes how does – such literature help them to innovate and to keep a competitive advantage? Narrative interviews of 20 leaders of large global conglomerates over a period of 12...