Publications‎ > ‎

Recent Papers

  • Van de Ven, A.H., Ang, S., Arino, A., Bamberger, P., LeBaron, C., Miller, C. & Milliken, F., 2015. Welcome to the Academy of Management Discoveries, Academy of Management Discoveries, Forthcoming 1, 1: 1-4.

  • Miller, C.C. & Van de Ven, A.H., 2015, Peer review, root canals, and other amazing life events. Academy of Management Discoveries. 1,2.

  • Garud, R., Tuertscher, P. & Van de Ven, A.H., 2015. Business Innovation Processes, in Shalley, C. E., Hitt, M. & Zhou, J. (editors), Oxford Handbook of Creativity, Innovation, and Entrepreneurship: Multiple Linkages, Oxford, UK: Oxford University Press. Forthcoming.

  • Marcus, A.A. & Van de Ven, A.H., 2015. Transitioning to social, economic, and environmental sustainability, accepted for publication in Henderson, R., Gulati, R. & Tushman, M (editors), Managing Change and Sustainability, Oxford, UK: Oxford University Press. Forthcoming.

  • Van de Ven, A.H. & Zahra, S., 2015. Knowledge complexity, boundary objects, and innovation, chapter in F. Tell, C. Berggren, S. Brusoni, & A. Van de Ven (eds.) Knowledge Integration Across Boundaries, Oxford, U.K.: Oxford Univ. Press. Forthcoming.

  • Van de Ven, A.H. 2014. “What matters most to patients? Participative provider care and staff courtesy,” Patient Experience Journal. Vol. 1, No. 1: 1-10.

  • Su, H.C., Linderman, K., Schroeder, R. & Van de Ven, A.H. 2014. A comparative case study of sustaining quality as a competitive advantage,” Journal of Operations Management, 32, 7-8: 429-445.

  • Van de Ven A.H., Leung, R., Bechara, J. and Sun, K. 2012. “Changing organizational designs and performance frontiers,” Organization Science. 23(4): 1055-1076.

  • Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A.H. 2013. “Process studies of change in organization and management: Unveiling temporality, activity and flow,” Academy of Management Journal, 56(1): 1-13.

  • Delbecq, A., Bryson, J., & Van de Ven, A.H. 2013 “University Governance: Lessons from an Innovative Design for Collaboration.” Journal of Management Inquiry, 2(4): 382-392.

  • Jarzabkowski, P., Le, J. & Van de Ven, A.H., 2013.  "Responding to competing strategic demands: How organizing, belonging, and performing paradoxes co-evolve.” Strategic Organization, 11(3): 245-280.

  • Van de Ven, A.H. & Lifschitz, A. 2013. Rational and reasonable microfoundations of markets and institutions, Academy of Management Perspectives, 27(2): 156-172.

  • Van de Ven, A.H., Ganco, M. & Hinings, C.R. 2013. “Returning to the frontier of contingency theory of organizational and institutional design.” Academy of Management Annals, 7(1): 391-438.

  • Garud, R., Tuertscher, P., & Van de Ven, A.H. 2013. “Perspectives on innovation processes,” Academy of Management Annals, 7(1): 773-817

  • Engler, E.E., Jones, S.L. & Van de Ven, A.H. 2013. “Organizing Healthcare for Changing Markets: The Case of Ascension Health,” Journal of Organization Design, 2:  3-15.

  • Solberg, L.I., Crain, A.L., Jaeckels, N., Ohnsorg, K.A., Margolis K.L., Beck, A., Robin R Whitebird,R.R., Rossom, R.C., Crabtree, B.F., & Van de Ven, A.H. 2013. “The DIAMOND initiative: Implementing collaborative care for depression in 75 primary care clinics.” Implementation Science, 8:135.

  • Jing, R. & Van de Ven, A.H. 2014. “A ‘Yin-yang model of organizational change: The case of CBG.” Management and Organization Review, 10(1): 29-54.