Bruno Dyck Research and Writing
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Research

Dyck, B. & Silvestre, B. (2019). "A novel approach to sustainable innovation in an
   international development context: Lessons from small-scale farms in Nicaragua
."
   Organization Studies, 40(3): 443-461.

Dyck, B. & Silvestre, B. (2019). "Enhancing socio-ecological value creation through
   sustainable innovation 2.0: Moving beyond maximizing financial value capture
." Journal of
   Cleaner Production,
171: 1593-1604.

Chen, F., Bapuji, H., Dyck, B., & Wang, X (2012). “I learned more than I taught: The hidden 
   dimension of learning in knowledge transfer
.” The Learning Organization, 19(2): 109-120.

Starke, F. A., G. Sharma, M.K. Mauws, B. Dyck and P. Dass (2011). “Exploring archetypal
    change:  The mportance of leadership and its substitutes
." Journal of Organizational
    Change Management. 24 (1): 29-50.

Dyck, B., F. Starke, and M. Mauws (2008). “Teaching versus learning:  An exploratory
   longitudinal case study.”
  Journal of Small Business & Entrepreneurship 21(1): 37-58.

Dyck, B. and L. Broadhurst (2008). "Applying four-phase organization learning theory to the 
   Gospel of Luke: An interdisciplinary study
." In George T. Solomon (Ed.) Proceedings of the 
   Sixty-Sixth Annual Meeting of the Academy of Management (CD), ISSN, 1543-8643. 
   Presented at the Academy of Management, Management, Spirituality and Religion, Anaheim,
   California.

Lawrence, T., B. Dyck, S. Maitlis, M. Mauws (2006). “The underlying structure of continuous 
   change
.”  MIT Sloan Management Review 47(4): 59-66.

Dyck, B., G. Mischke, F. Starke and M. Mauws (2005).  “Learning to build a car:  An empirical 
   investigation of organizational learning
.” Journal of Management Studies, 42 (2): 387-416. 
   (Awarded the JMS “Paper of the Year”.)

Lawrence, T.B., M.K. Mauws, B. Dyck and R.F. Kleysen (2005). “The politics of organizational 
   learning:  Integrating power into the 4I framework
.”  Academy of Management Review, 30
   (1): 180-191.

Starke, F., B. Dyck and M. Mauws (2003). “Coping with the sudden loss of an indispensable 
   employee:  An exploratory case study.”  Journal Applied Behavioral Science, 39 (2): 208-228.

Dyck, B. (2002). “Organizational learning, microfinance, and replication: The case of MEDA in 
   Bolivia.”  Journal of Developmental Entrepreneurship, 7 (4): 361-382.

Dyck, B., M. Mauws, F. Starke, and G.A. Mischke (2002). “Passing the baton: The importance
    of  sequence, timing, technique and communication in executive succession
.”  Journal of 
    Business Venturing, 17 (2): 143-162.

Dyck, B., and F. Starke (1999). “The formation of breakaway organizations:  Observations and
   a process model.” Administrative Science Quarterly, 44 (4): 792-822.  (Note: This article
   formed the basis for a “Research Brief” by Litz, R. (2000)  “Group Exit:  How breakaway
   organizations happen,” Academy of Management Executive, 14(4): 144-146; and for a
   practitioner-oriented book by Whitesel, B. (2003) “Staying power:  Why people leave the
   church over change (and what you can do about it),” Nashville: Abingdon Press.)

Dyck, B. (1997). “Understanding configuration and transformation through a multiple
   rationalities approach.”  Journal of Management Studies, 34: 793-823.

Cooper, C., Dyck, B., and Frohlich, N. (1992). “Improving the effectiveness of gainsharing: 
  The role of fairness and participation.”  Administrative Science Quarterly, 37: 471-490.


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