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 maximizinh 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.
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 maximizinh 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.
