sarah kaplan
sarah kaplan
Professor, Strategic Management, Rotman School, University of Toronto
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Cited by
Cited by
Creative Destruction: Why Companies That Are Built to Last Underperform the Market and How to Successfully Transform Them. New York: Currency
RN Foster, S Kaplan
Creative Destruction: Why Companies That Are Built to Last Underperform the …, 2001
Framing contests: Strategy making under uncertainty
S Kaplan
Organization Science 19 (5), 729-752, 2008
Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change
JP Eggers, S Kaplan
Organization Science 20 (2), 461-477, 2009
Thinking about technology: Applying a cognitive lens to technical change
S Kaplan, M Tripsas
Research Policy 37 (5), 790-805, 2008
The double‐edged sword of recombination in breakthrough innovation
S Kaplan, K Vakili
Strategic Management Journal 36 (10), 1435–1457, 2015
Temporal work in strategy making
S Kaplan, W Orlikowski
Organization Science 24 (4), 965-995, 2013
Strategy tools‐in‐use: A framework for understanding “technologies of rationality” in practice
P Jarzabkowski, S Kaplan
Strategic Management Journal 36 (4), 537–558, 2015
Cognition, capabilities, and incentives: assessing firm response to the fiber-optic revolution
S Kaplan
The Academy of Management Journal 51 (4), 672-695, 2008
Cognition and capabilities: A multi-level perspective
JP Eggers, S Kaplan
Academy of Management Annals 7 (1), 295-340, 2013
Strategy and PowerPoint: An inquiry into the epistemic culture and machinery of strategy making
S Kaplan
Organization Science 22 (2), 320-346, 2011
Research in cognition and strategy: reflections on two decades of progress and a look to the future
S Kaplan
Journal of Management Studies 48 (3), 665-695, 2011
The Tumult over Transparency: Decoupling Transparency from Replication in Establishing Trustworthy Qualitative Research
MG Pratt, S Kaplan, R Whittington
Administrative Science Quarterly, 0001839219887663, 2019
Topic modeling in management research: Rendering new theory from textual data
T Hannigan, RFJ Haans, K Vakili, H Tchalian, V Glaser, M Wang, ...
Academy of Management Annals, 2019
Inertia and incentives: Bridging organizational economics and organizational theory
S Kaplan, R Henderson
Organization Science, 509-521, 2005
Discontinuities and senior management: assessing the role of recognition in pharmaceutical firm response to biotechnology
S Kaplan, F Murray, R Henderson
Industrial and Corporate Change 12 (2), 203, 2003
On the risk of studying practices in isolation: Linking what, who, and how in strategy research
P Jarzabkowski, S Kaplan, D Seidl, R Whittington
Strategic Organization 14 (3), 248-259, 2016
The real value of strategic planning
S Kaplan, ED Beinhocker
MIT Sloan Management Review 44 (2), 71-76, 2003
Working toward gender diversity and inclusion in medicine: myths and solutions
SK Kang, S Kaplan
The Lancet 393 (10171), 579-586, 2019
Knowledge-based theories of the firm in strategic management: a review and extension
S Kaplan, A Schenkel, G von Krogh, C Weber
MIT Sloan Working Paper, 2001
Tired of strategic planning?
ED Beinhocker, S Kaplan
The McKinsey Quarterly, 49-58, 2002
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