was not possible for the need for radical change to be accepted. The extent to which these challenges are inevitable is to …

aims to put forward a “knowledge‐based perspective on non‐routine change” to explain how firms can generate innovative … on other relevant literature related to non‐routine change in organizations. Findings – Non‐routine change is defined … novel, non‐routine change outcomes. Originality/value – The novelty of this paper lies in its view on firm …

implications for research into strategic fit, hierarchical strategies, knowledge management and open innovation. Achieving fit …

of open innovation. Design/methodology/approach – Although some pioneering firms realise enormous benefits from outward … open innovation systems. Findings – After detailing the characteristics of external technology exploitation, two … has major implications for research into strategic planning, technology management and open innovation.  …

offshore IJVs, and analyze the interplay among four key variables – motive, strategic fit, knowledge transfer and innovation …. This implies that although knowledge transfer is very important to IJV innovation performance, that importance is seriously … factors in the future when examining the effect of motive and strategic fit on innovation. Results of the reliability tests …

and knowledge ambiguity, thereby increasing the firm's innovation competitive advantage. Design/methodology/approach – The …), and consequences of knowledge transfer for innovation competitive advantage of healthcare organizations.  …

and creatively managing the process of planning to achieve the goals sought from strategic plans.  …