Relevance and Current Perspectives

  • Ann-Kathrin Veenendaal
Part of the Contributions to Management Science book series (MANAGEMENT SC.)


This chapter introduces the research on rule-breaking market behavior. It includes the relevance of the phenomenon; the objectives and research questions; and an outline of the methodological approach.


  1. Aarts H, Dijksterhuis A (2000) Habits as knowledge structures: automaticity in goal-directed behavior. J Pers Soc Psychol 78(1):53–63. CrossRefGoogle Scholar
  2. Aarts H, Verplanken B, Knippenberg A (1998) Predicting behavior from actions in the past: repeated decision making or a matter of habit? J Appl Soc Psychol 28(15):1355–1374. CrossRefGoogle Scholar
  3. Abernathy WJ (1978) The productivity dilemma: roadblock to innovation in the automobile industry. John Hopkins University Press, Baltimore, MDGoogle Scholar
  4. Abernathy WJ, Clark KB (1985) Innovation: mapping the winds of creative destruction. Res Policy 14(1):3–22. CrossRefGoogle Scholar
  5. Ahlstrom D (2010) Innovation and growth: how business contributes to society. Acad Manag Perspect 24(3):11–24Google Scholar
  6. Alba JW (2012) In defense of bumbling. J Consum Res 38(6):981–987. CrossRefGoogle Scholar
  7. Amabile TM, Pratt MG (2016) The dynamic componential model of creativity and innovation in organizations: making progress, making meaning. Res Organ Behav 36:157–183. CrossRefGoogle Scholar
  8. Anderson N, Potočnik K, Zhou J (2014) Innovation and creativity in organizations: a state-of-the-science review, prospective commentary, and guiding framework. J Manag 40(5):1297–1333. CrossRefGoogle Scholar
  9. Arthur WB (1989) Competing technologies, increasing returns, and lock-in by historical events. Econ J 99(394):116–131. CrossRefGoogle Scholar
  10. Arthur WB (1994) Increasing returns and path dependency in the economy. University of Michigan Press, Ann Arbor, MI. CrossRefGoogle Scholar
  11. Baas M, Koch S, Nijstad BA, De Dreu CKW (2015) Conceiving creativity: the nature and consequences of laypeople’s beliefs about the realization of creativity. Psychol Aesthet Creat Arts 9(3):340–354. CrossRefGoogle Scholar
  12. Backhaus K, Schneider H (2009) Strategisches Marketing [strategic marketing], 2nd edn. Schäffer-Poeschel, StuttgartGoogle Scholar
  13. Backhaus K, Schneider H (forthcoming) Strategisches Marketing [strategic marketing], 3rd ednGoogle Scholar
  14. Baer J (1993) Creativity and divergent thinking: a task specific approach. Lawrence Erlbaum, Hillsdale, NJGoogle Scholar
  15. Baron RA (2006) Opportunity recognition as pattern recognition: how entrepreneurs “connect the dots” to identify new business opportunities. Acad Manag Perspect 20(1):104–119. CrossRefGoogle Scholar
  16. Becker MC (2004) Organizational routines: a review of the literature. Ind Corp Chang 13(4):643–678. CrossRefGoogle Scholar
  17. Benner MJ, Tushman ML (2003) Exploitation, exploration, and process management: the productivity dilemma revisited. Acad Manag Rev 28(2):238–256. CrossRefGoogle Scholar
  18. Bicchieri C (2006) The grammar of society: the nature and dynamics of social norms. Cambridge University Press, New York, NYGoogle Scholar
  19. Bower JL, Christensen CM (1995) Disruptive technologies: catching the wave. Harv Bus Rev 73(1):43–53Google Scholar
  20. Boxenbaum E, Rouleau L (2011) New knowledge products as bricolage: metaphors and scripts in organizational theory. Acad Manag Rev 36(2):272–296. CrossRefGoogle Scholar
  21. Brown JR (2012) Philosophy of science: the key thinkers. Continuum, LondonGoogle Scholar
  22. Bucher S, Langley A (2016) The interplay of reflective and experimental spaces in interrupting and reorienting routine dynamics. Organ Sci 27(3):594–613. CrossRefGoogle Scholar
  23. Burgh G (2014) Creative and lateral thinking: Edward de Bono. Encyclopedia of educational theory and philosophy, vol 1–2. Sage, Thousand Oaks, CA. CrossRefGoogle Scholar
  24. Carlile PR, Christensen CM (2004) The cycles of theory building in management research. Working Paper 05-057. Harvard Business School, BostonGoogle Scholar
  25. Castaldi C, Dosi G (2006) The grip of history and the scope for novelty: some results and open questions on path dependence in economic processes. In: Wimmer A, Kössler R (eds) Understanding change: models, methodologies and metaphors. Palgrave Macmillan, London, pp 99–128. CrossRefGoogle Scholar
  26. Černe M, Kaše R, Škerlavaj M (2016) Non-technological innovation research: evaluating the intellectual structure and prospects of an emerging field. Scand J Manag 32(2):69–85. CrossRefGoogle Scholar
  27. Challagalla G, Murtha BR, Jaworski B (2014) Marketing doctrine: a principles-based approach to guiding marketing decision making in firms. J Mark 78(4):4–20. CrossRefGoogle Scholar
  28. Chalmers AF (2013) What is this thing called science? 4th edn. McGraw-Hill, BerkshireGoogle Scholar
  29. Chandy RK, Tellis GJ (2000) The incumbent’s curse? Incumbency, size, and radical product innovation. J Mark 64(3):1–17. CrossRefGoogle Scholar
  30. Christensen CM (1992) Exploring the limits of the technology s-curve. Part I: component technologies. Prod Oper Manag 1(4):334–357. CrossRefGoogle Scholar
  31. Christensen CM (1997) The innovator’s dilemma: when new technologies cause great firms to fail. Harvard Business School Press, Boston, MAGoogle Scholar
  32. Christensen CM (2006) The ongoing process of building a theory of disruption. J Prod Innov Manag 23(1):39–55. CrossRefGoogle Scholar
  33. Christensen CM, Bower JL (1996) Customer power, strategic investment, and the failure of leading firms. Strateg Manag J 17(3):197–218.<197::AID-SMJ804>3.3.CO;2-L CrossRefGoogle Scholar
  34. Christensen CM, Raynor M, McDonald R (2015) What is disruptive innovation? Harv Bus Rev 93(12):44–53Google Scholar
  35. Cirque du Soleil (n.d.) History. Accessed 2 May 2018
  36. Colman AM (2015) Lateral thinking. A dictionary of psychology, 4th edn.
  37. Cornelissen JP (2005) Beyond compare: metaphor in organization theory. Acad Manag Rev 30(4):751–764. CrossRefGoogle Scholar
  38. Cornelissen JP, Durand R (2014) Moving forward: developing theoretical contributions in management studies. J Manag Stud 51(6):995–1022. CrossRefGoogle Scholar
  39. Crittenden VL, Peterson RA (2012) The AMS review: year 2. AMS Rev 2(2–4):45–47. CrossRefGoogle Scholar
  40. Crossan MM, Apaydin M (2010) A multi-dimensional framework of organizational innovation: a systematic review of the literature. J Manag Stud 47(6):1154–1191. CrossRefGoogle Scholar
  41. Dahling JJ, Gutworth MB (2017) Loyal rebels? A test of the normative conflict model of constructive deviance. J Organ Behav 38(8):1167–1182. CrossRefGoogle Scholar
  42. Damanpour F (2014) Footnotes to research on management innovation. Organ Stud 35(9):1265–1285. CrossRefGoogle Scholar
  43. Damanpour F, Aravind D (2012) Managerial innovation: conceptions, processes, and antecedents. Manag Organ Rev 8(2):423–454. CrossRefGoogle Scholar
  44. Danneels E (2004) Disruptive technology reconsidered: a critique and research agenda. J Prod Innov Manag 21(4):246–258. CrossRefGoogle Scholar
  45. David PA (2001) Path dependence, its critics and the quest for ‘historical economics’. In: Garrouste P, Ioannides S (eds) Evolution and path dependence in economic ideas: past and present. Edward Elgar, Cheltenham, pp 15–40Google Scholar
  46. Davis MS (1971) That’s interesting! Towards a phenomenology of sociology and a sociology of phenomenology. Philos Soc Sci 1(2):309–344. CrossRefGoogle Scholar
  47. Day GS, Schoemaker PJH (2004) Driving through the fog: managing at the edge. Long Range Plan 37(2):127–142. CrossRefGoogle Scholar
  48. De Bono E (1970) Lateral thinking: creativity step by step. Ward Lock, LondonGoogle Scholar
  49. De Bono E (2010) Lateral thinking: a textbook of creativity. Penguin, LondonGoogle Scholar
  50. Dodge DL (1985) The over-negativized conceptualization of deviance: a programmatic exploration. Deviant Behav 6(1):17–37. CrossRefGoogle Scholar
  51. Duhigg C, Byrd A, Stark S (n.d.) The power of outsiders [video]. New York Times. Accessed 21 Jun 2018
  52. Durkheim É (1985 [1964]) The rules of sociological method (Solovay SA, Mueller JH, trans. Catlin GEG ed), 8th edn. Free Press, New York, NYGoogle Scholar
  53. Eckhardt JT, Shane SA (2003) Opportunities and entrepreneurship. J Manag 29(3):333–349. CrossRefGoogle Scholar
  54. Eisend M, Kuß A (2017) Grundlagen empirischer Forschung: Zur Methodologie in der Betriebswirtschaftslehre [Foundations of empirical research: methodology in business administration]. Springer, Wiesbaden. CrossRefGoogle Scholar
  55. Eisenhardt KM (1989) Building theories from case study research. Acad Manag Rev 14(4):532–550. CrossRefGoogle Scholar
  56. Eisenhardt KM, Graebner ME (2007) Theory building from cases: opportunities and challenges. Acad Manag J 50(1):25–32. CrossRefGoogle Scholar
  57. Eisenhardt KM, Graebner ME, Sonenshein S (2016) Grand challenges and inductive methods: rigor without rigor mortis. Acad Manag J 59(4):1113–1123. CrossRefGoogle Scholar
  58. Fagerberg J (2006) Innovation: a guide to the literature. In: Fagerberg J, Mowery DC (eds) The Oxford handbook of innovation. Oxford University Press, Oxford, pp 1–26. CrossRefGoogle Scholar
  59. Fagerberg J, Verspagen B (2009) Innovation studies – the emerging structure of a new scientific field. Res Policy 38(2):218–233. CrossRefGoogle Scholar
  60. Feldman MS, Pentland BT (2003) Reconceptualizing organizational routines as a source of flexibility and change. Adm Sci Q 48(1):94–118. CrossRefGoogle Scholar
  61. Feldman MS, Pentland BT, D’Adderio L, Lazaric N (2016) Beyond routines as things: introduction to the special issue on routine dynamics. Organ Sci 27(3):505–513. CrossRefGoogle Scholar
  62. Galperin BL (2003) Can workplace deviance be constructive? In: Sagie A, Stashevsky S, Koslowsky M (eds) Misbehaviour and dysfunctional attitudes in organizations. Palgrave Macmillan, London, pp 154–170. CrossRefGoogle Scholar
  63. Galperin BL (2012) Exploring the nomological network of workplace deviance: developing and validating a measure of constructive deviance. J Appl Soc Psychol 42(12):2988–3025. CrossRefGoogle Scholar
  64. Garud R, Kumaraswamy A, Karnøe P (2010) Path dependence or path creation? J Manag Stud 47(4):760–774. CrossRefGoogle Scholar
  65. Gentner D (1982) Are scientific analogies metaphors? In: Miall DS (ed) Metaphor, problems and perspectives. Harvester Press, Sussex, pp 106–132Google Scholar
  66. Gerring J (2006) Case study research: principles and practices. Cambridge University Press, New York, NY. CrossRefGoogle Scholar
  67. Gladwell M (2013) David and Goliath: underdogs, misfits, and the art of battling giants. Little, Brown and Company, New York, NYGoogle Scholar
  68. Glaser BG, Strauss AL (1967) The discovery of grounded theory: strategies for qualitative research. Aldine, Chicago, ILGoogle Scholar
  69. Glăveanu VP (2012) Habitual creativity: revising habit, reconceptualizing creativity. Rev Gen Psychol 16(1):78–92. CrossRefGoogle Scholar
  70. Godfrey-Smith P (2003) Theory and reality: an introduction to the philosophy of science. University of Chicago Press, Chicago, ILCrossRefGoogle Scholar
  71. Golder PN, Shacham R, Mitra D (2009) Findings – innovations’ origins: when, by whom, and how are radical innovations developed? Mark Sci 28(1):166–179. CrossRefGoogle Scholar
  72. Goldschmidt G (2011) Avoiding design fixation: transformation and abstraction in mapping from source to target. J Creat Behav 45(2):92–100. CrossRefGoogle Scholar
  73. Greenwald AG, Pratkanis AR, Leippe MR, Baumgardner MH (1986) Under what conditions does theory obstruct research progress? Psychol Rev 93(2):216–229. CrossRefGoogle Scholar
  74. Grossman GM, Helpman E (1994) Endogenous innovation in the theory of growth. J Econ Perspect 8(1):23–44. CrossRefGoogle Scholar
  75. Guilford JP (1950) Creativity. Am Psychol 5(9):444–454. CrossRefGoogle Scholar
  76. Guilford JP (1957) Creative abilities in the arts. Psychol Rev 64(2):110–118. CrossRefGoogle Scholar
  77. Guilford JP (1968) Intelligence, creativity, and their educational implications. R.R. Knapp, San Diego, CAGoogle Scholar
  78. Haas MR, Ham W (2015) Microfoundations of knowledge recombination: peripheral knowledge and breakthrough innovation in teams. In: Gavetti G, Ocasio W (eds) Cognition and strategy (advances in strategic management), vol 32. Emerald, Bingley, pp 47–87. CrossRefGoogle Scholar
  79. Hargadon AB, Douglas Y (2001) When innovations meet institutions: Edison and the design of the electric light. Adm Sci Q 46(3):476–501. CrossRefGoogle Scholar
  80. Hauser J, Tellis GJ, Griffin A (2006) Research on innovation: a review and agenda for marketing science. Mark Sci 25(6):687–717. CrossRefGoogle Scholar
  81. Heinen E (1969) Zum Wissenschaftsprogramm der entscheidungsorientierten Betriebswirtschaftslehre [The scientific program of decision-oriented business administration]. Z Betriebswirt 39(4):207–220Google Scholar
  82. Hennessey BA, Amabile TM (2010) Creativity. Annu Rev Psychol 61(1):569–598. CrossRefGoogle Scholar
  83. Herington MJ, van de Fliert E (2018) Positive deviance in theory and practice: a conceptual review. Deviant Behav 39(5):664–678. CrossRefGoogle Scholar
  84. Hodgson GM (2008) The concept of a routine. In: Becker MC (ed) Handbook of organizational routines. Edward Elgar, Cheltenham, pp 15–28Google Scholar
  85. Hunt SD (1991) Modern marketing theory: critical issues in the philosophy of marketing science. South-Western, Cincinnati, OHGoogle Scholar
  86. Hunt SD (2005) For truth and realism in management research. J Manag Inq 14(2):127–138. CrossRefGoogle Scholar
  87. Hunt SD (2013) The inductive realist model of theory generation: explaining the development of a theory of marketing ethics. AMS Rev 3(2):61–73. CrossRefGoogle Scholar
  88. Hunt SD (2015) Explicating the inductive realist model of theory generation. AMS Rev 5(1–2):20–27. CrossRefGoogle Scholar
  89. Ireland RD, Hitt MA (1999) Achieving and maintaining strategic competitiveness in the 21st century: the role of strategic leadership. Acad Manag Exec 13(1):43–57. CrossRefGoogle Scholar
  90. Jánszky SG, Jenzowsky SA (2010) Rulebreaker: Wie Menschen denken, deren Ideen die Welt verändern [Rulebreaker: how people think whose ideas change the world]. Goldegg, BerlinGoogle Scholar
  91. Jean-Philippe V, Rodolphe D (2010) The missing link between the theory and empirics of path dependence: conceptual clarification, testability issue, and methodological implications. J Manag Stud 47(4):736–759. CrossRefGoogle Scholar
  92. Jonassen DH (2010) Learning to solve problems: a handbook for designing problem-solving learning environments. Routledge, New York, NYCrossRefGoogle Scholar
  93. Jungbluth R (2006) Die 11 Geheimnisse des IKEA Erfolgs [11 secrets of ikea’s success]. Campus, Frankfurt/New YorkGoogle Scholar
  94. Kaplan S, Tripsas M (2008) Thinking about technology: applying a cognitive lens to technical change. Res Policy 37(5):790–805. CrossRefGoogle Scholar
  95. Kelle U (2014) Theorization from data. The Sage handbook of qualitative data analysis. Sage, London. CrossRefGoogle Scholar
  96. Kennedy BL (2018) Deduction, induction, and abduction. The Sage handbook of qualitative data collection. Sage, London. CrossRefGoogle Scholar
  97. Ketokivi M, Mantere S, Cornelissen JP (2017) Reasoning by analogy and the progress of theory. Acad Manag Rev 42(4):637–658. CrossRefGoogle Scholar
  98. Keupp MM, Palmié M, Gassmann O (2012) The strategic management of innovation: a systematic review and paths for future research. Int J Manag Rev 14(4):367–390. CrossRefGoogle Scholar
  99. King AA, Baatartogtokh B (2015) How useful is the theory of disruptive innovation? MIT Sloan Manag Rev 57(1):77–90Google Scholar
  100. Klausen SH (2017) What is innovation? In: Shiu E (ed) Research handbook of innovation and creativity for marketing management. Edward Elgar, Cheltenham, pp 6–31. CrossRefGoogle Scholar
  101. Kotler P (1972) A generic concept of marketing. J Mark 36(2):46–54. CrossRefGoogle Scholar
  102. Kotler P, Keller KL (2014) Marketing management, 14th edn. Pearson, HarlowGoogle Scholar
  103. Krupka EL, Leider S, Jiang M (2017) A meeting of the minds: informal agreements and social norms. Manag Sci 63(6):1708–1729. CrossRefGoogle Scholar
  104. Kuhn TS (1996) The structure of scientific revolutions, 3rd edn. The University of Chicago Press, Chicago, ILCrossRefGoogle Scholar
  105. Labrecque JS, Wood W, Neal DT, Harrington N (2017) Habit slips: when consumers unintentionally resist new products. J Acad Mark Sci 45(1):119–133. CrossRefGoogle Scholar
  106. Larsen KR, How Bong C (2016) A tool for addressing construct identity in literature reviews and meta-analyses. MIS Q 40(3):529–A520CrossRefGoogle Scholar
  107. Lilien GL (2011) Bridging the academic-practitioner divide in marketing decision models. J Mark 75(4):196–210. CrossRefGoogle Scholar
  108. Little JDC (1970) Models and managers: the concept of a decision calculus. Manag Sci 16(8):B-466–B-485. CrossRefGoogle Scholar
  109. MacInnis DJ (2011) A framework for conceptual contributions in marketing. J Mark 75(4):136–154. CrossRefGoogle Scholar
  110. Mainemelis C (2010) Stealing fire: creative deviance in the evolution of new ideas. Acad Manag Rev 35(4):558–578. CrossRefGoogle Scholar
  111. Mantere S, Ketokivi M (2013) Reasoning in organization science. Acad Manag Rev 38(1):70–89. CrossRefGoogle Scholar
  112. Markides C (2006) Disruptive innovation: in need of better theory. J Prod Innov Manag 23(1):19–25. CrossRefGoogle Scholar
  113. Martin BR (2012) The evolution of science policy and innovation studies. Res Policy 41(7):1219–1239. CrossRefGoogle Scholar
  114. Mary George N, Parida V, Lahti T, Wincent J (2016) A systematic literature review of entrepreneurial opportunity recognition: insights on influencing factors. Int Entrep Manag J 12(2):309–350. CrossRefGoogle Scholar
  115. Mascitelli R (2000) From experience: harnessing tacit knowledge to achieve breakthrough innovation. J Prod Innov Manag 17(3):179–193. CrossRefGoogle Scholar
  116. Maxwell JA (2018) Collecting qualitative data: a realist approach. The SAGE handbook of qualitative data collection. Sage, London. CrossRefGoogle Scholar
  117. Meffert H (2009) Erfolgreich mit den Großen des Marketings [successful with the greats of marketing]. Campus, Frankfurt a. M., GermanyGoogle Scholar
  118. Meheus J (2009) Foreword. In: Meheus J, Nickles T (eds) Models of discovery and creativity. Springer, Dordrecht, pp vii–viii. CrossRefGoogle Scholar
  119. Mertens W, Recker J, Kohlborn T, Kummer T-F (2016) A framework for the study of positive deviance in organizations. Deviant Behav 37(11):1288–1307. CrossRefGoogle Scholar
  120. Merton RK (1938) Social structure and anomie. Am Sociol Rev 3(5):672–682. CrossRefGoogle Scholar
  121. Mintzberg H (1979) An emerging strategy of “direct” research. Adm Sci Q 24(4):582–589. CrossRefGoogle Scholar
  122. Murmann JP, Frenken K (2006) Toward a systematic framework for research on dominant designs, technological innovations, and industrial change. Res Policy 35(7):925–952. CrossRefGoogle Scholar
  123. Neal DT, Wood W, Labrecque JS, Lally P (2012) How do habits guide behavior? Perceived and actual triggers of habits in daily life. J Exp Soc Psychol 48(2):492–498. CrossRefGoogle Scholar
  124. Nelson RR, Winter SG (1982) An evolutionary theory of economic change. Harvard University Press, Cambridge, MAGoogle Scholar
  125. North DC (1990) Institutions, institutional change, and economic performance. Cambridge University Press, Cambridge, NYCrossRefGoogle Scholar
  126. OECD (2015) The innovation imperative – contributing to productivity, growth and well-being. CrossRefGoogle Scholar
  127. Okhuysen G, Bonardi J-P (2011) Editors’ comments: the challenges of building theory by combining lenses. Acad Manag Rev 36(1):6–11. CrossRefGoogle Scholar
  128. Pentland Brian T, Feldman Martha S, Becker Markus C, Liu P (2012) Dynamics of organizational routines: a generative model. J Manag Stud 49(8):1484–1508. CrossRefGoogle Scholar
  129. Porter ME (1990) The competitive advantage of nations. Harv Bus Rev 68(2):73–93Google Scholar
  130. Prahalad CK, Ramaswamy V (2004) Co-creation experiences: the next practice in value creation. J Interact Mark 18(3):5–14. CrossRefGoogle Scholar
  131. Principle (n.d.) In Oxford English Dictionary. Accessed 1 Jun 2018
  132. Reichenbach H (1938) Experience and prediction: an analysis of the foundations and the structure of knowledge. University of Chicago Press, Chicago, IL. CrossRefGoogle Scholar
  133. Ritter SM, Rietzschel EF (2017) Lay theories of creativity. In: Zedelius CM, Müller BCN, Schooler JW (eds) The science of lay theories: How beliefs shape our cognition, behavior, and health. Springer, New York, NY, pp 95–126. CrossRefGoogle Scholar
  134. Robinson SL, Bennett RJ (1995) A typology of deviant workplace behaviors: a multidimensional scaling study. Acad Manag J 38(2):555–572. CrossRefGoogle Scholar
  135. Romer PM (1994) The origins of endogenous growth. J Econ Perspect 8(1):3–22. CrossRefGoogle Scholar
  136. Rosenzweig S (2017) Non-customers as initiators of radical innovation. Ind Mark Manag 66:1–12. CrossRefGoogle Scholar
  137. Rozin P (2001) Social psychology and science: some lessons from Solomon Asch. Personal Soc Psychol Rev 5(1):2–14. CrossRefGoogle Scholar
  138. Runco MA, Acar S (2012) Divergent thinking as an indicator of creative potential. Creat Res J 24(1):66–75. CrossRefGoogle Scholar
  139. Salter A, Alexy O (2014) The nature of innovation. In: Dodgson M, Gann DM, Phillips N (eds) The Oxford handbook of innovation management. Oxford University Press, Oxford, pp 26–49. CrossRefGoogle Scholar
  140. Sardeshmukh S, Smith-Nelson RM (2012) Opportunity recognition. Encyclopedia of new venture management. Sage, Thousand Oaks, CA. CrossRefGoogle Scholar
  141. Sax G (1968) Empirical foundations of educational research. Prentice-Hall, Englewood Cliffs, NJGoogle Scholar
  142. Schickore J, Steinle F (2006) Revisiting discovery and justification: historical and philosophical perspectives on the context distinction. Springer, DordrechtCrossRefGoogle Scholar
  143. Schreyögg G (2014) Pfadabhängigkeit und Pfadbruch in Unternehmen [path-dependency and path-breaking in companies]. Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung 66(S68):1–17. CrossRefGoogle Scholar
  144. Schreyögg G, Sydow J (2011) Organizational path dependence: a process view. Organ Stud 32(3):321–335. CrossRefGoogle Scholar
  145. Schumpeter JA (1911) Theorie der wirtschaftlichen Entwicklung [The theory of economic development]. Duncker & Humblot, LeipzigGoogle Scholar
  146. Schumpeter JA (1934) The theory of economic development: an inquiry into profits, capital, credit, interest, and the business cycle. Harvard University Press, Cambridge, MAGoogle Scholar
  147. Schumpeter JA (1942) Capitalism, socialism, and democracy. Harper & Bros, New York, NYGoogle Scholar
  148. Schurz G (2014) Philosophy of science – a unified approach. Routledge, New York, NYGoogle Scholar
  149. Shalley CE, Zhou J (2008) Organizational creativity research: a historical overview. In: Shalley CE, Zhou J (eds) Handbook of organizational creativity. Lawrence Erlbaum, Mahwah, NJ, pp 3–31Google Scholar
  150. Shane S (2000) Prior knowledge and the discovery of entrepreneurial opportunities. Organ Sci 11(4):448–469. CrossRefGoogle Scholar
  151. Shepherd DA, Sutcliffe KM (2011) Inductive top-down theorizing: a source of new theories of organization. Acad Manag Rev 36(2):361–380. CrossRefGoogle Scholar
  152. Simon HA (1976) Administrative behavior: a study of decision-making processes in administrative organization, 3rd edn. Free Press, New York, NYGoogle Scholar
  153. Sluiter I (2017) Anchoring innovation: a classical research agenda. Eur Rev 25(1):20–38. CrossRefGoogle Scholar
  154. Solow RM (1985) Economic history and economics. Am Econ Rev 75(2):328–331Google Scholar
  155. Sood A, Tellis GJ (2005) Technological evolution and radical innovation. J Mark 69(3):152–168. CrossRefGoogle Scholar
  156. Spindler G-I (2016) Querdenker-Beispiele: Spielregeln erfolgreich geändert [lateral thinking examples: successfully changing the rules of the game]. In: Querdenken im Marketing: Wie Sie die Regeln im Markt zu Ihrem Vorteil verändern [Thinking outside the box in marketing: How to change the rules in the market to gain competitive advantage]. Springer, Wiesbaden, pp 121–207. CrossRefGoogle Scholar
  157. Spreitzer GM, Sonenshein S (2004) Toward the construct definition of positive deviance. Am Behav Sci 47(6):828–847. CrossRefGoogle Scholar
  158. Suarez FF (2004) Battles for technological dominance: an integrative framework. Res Policy 33(2):271–286. CrossRefGoogle Scholar
  159. Suddaby R (2010) Editor’s comments: construct clarity in theories of management and organization. Acad Manag Rev 35(3):346–357Google Scholar
  160. Sutton RI, Staw BM (1995) What theory is not. Adm Sci Q 40(3):371–384. CrossRefGoogle Scholar
  161. Sydow J, Schreyögg G, Koch J (2009) Organizational path dependence: opening the black box. Acad Manag Rev 34(4):689–709. CrossRefGoogle Scholar
  162. The Economist (2016) Between Bentonville and Bezos: lessons from the two giants of American retailing. The Economist.
  163. The World Bank and OECD (2009) Innovation and growth – chasing a moving frontier. OECD, Paris. CrossRefGoogle Scholar
  164. Thornberg R, Charmaz K (2014) Grounded theory and theoretical coding. The Sage handbook of qualitative data analysis. Sage, London. CrossRefGoogle Scholar
  165. Tidd J (2006) A review of innovation models. Discussion paper 1. Imperial College London, Tanaka Business SchoolGoogle Scholar
  166. Titus PA (2018) Exploring creative marketing thought: divergent ideation processes and outcomes. Psychol Mark 35(3):237–248. CrossRefGoogle Scholar
  167. Tolbert PS, Zucker LG (1996) The institutionalization of institutional theory. In: Clegg SR, Hardy C, North CE (eds) Handbook of organization studies. Sage, London, pp 175–190Google Scholar
  168. Torrance EP (1962) Guiding creative talent. Prentice-Hall, Englewood Cliffs, NJCrossRefGoogle Scholar
  169. Truzzi M (1976) Sherlock Holmes: applied social psychologist. In: Sanders WB (ed) The sociologist as detective, 2nd edn. Praeger, New York, NYGoogle Scholar
  170. Tsoukas H (1989) The validity of idiographic research explanations. Acad Manag Rev 14(4):551–561. CrossRefGoogle Scholar
  171. Tushman ML, Anderson P (1986) Technological discontinuities and organizational environments. Adm Sci Q 31(3):439–465. CrossRefGoogle Scholar
  172. Tushman ML, Rosenkopf L (1992) On the organizational determinants of technological change: towards a sociology of technological evolution. In: Staw BM, Cummings LL (eds) Research in organizational behavior, vol 14. JAI Press, Greenwich, CT, pp 311–347Google Scholar
  173. Utterback JM (1974) Innovation in industry and the diffusion of technology. Science 183(4125):620–626. CrossRefGoogle Scholar
  174. Vadera AK, Pratt MG, Mishra P (2013) Constructive deviance in organizations: integrating and moving forward. J Manag 39(5):1221–1276. CrossRefGoogle Scholar
  175. Verplanken B (2006) Beyond frequency: habit as mental construct. Br J Soc Psychol 45(3):639–656. CrossRefGoogle Scholar
  176. Verplanken B, Aarts H (1999) Habit, attitude, and planned behaviour: is habit an empty construct or an interesting case of goal-directed automaticity? Eur Rev Soc Psychol 10(1):101–134. CrossRefGoogle Scholar
  177. Verplanken B, Wood W (2006) Interventions to break and create consumer habits. J Public Policy Mark 25(1):90–103. CrossRefGoogle Scholar
  178. Warren DE (2003) Constructive and destructive deviance in organizations. Acad Manag Rev 28(4):622–632. CrossRefGoogle Scholar
  179. Weick KE (1989) Theory construction as disciplined imagination. Acad Manag Rev 14(4):516–531. CrossRefGoogle Scholar
  180. Weick KE (1995) What theory is not, theorizing is. Adm Sci Q 40(3):385–390. CrossRefGoogle Scholar
  181. Wendy W, Neal DT (2009) The habitual consumer. J Consum Psychol 19(4):579–592. CrossRefGoogle Scholar
  182. Whetten DA (1989) What constitutes a theoretical contribution. Acad Manag Rev 14(4):490–495. CrossRefGoogle Scholar
  183. Wilkins LT (1964) Social deviance: social policy, action, and research. Tavistock, LondonGoogle Scholar
  184. Wilson EO (1998) Scientists, scholars, knaves and fools. Am Sci 86(1):6–7CrossRefGoogle Scholar
  185. Winter SG (1964) Economic “natural selection” and the theory of the firm. Yale Econ Essays 4(1):225–272Google Scholar
  186. Wood W, Rünger D (2016) Psychology of habit. Annu Rev Psychol 67(1):289–314. CrossRefGoogle Scholar
  187. Wood W, Quinn JM, Kashy DA (2002) Habits in everyday life: thought, emotion, and action. J Pers Soc Psychol 83(6):1281–1297. CrossRefGoogle Scholar
  188. Wood W, Tam L, Witt MG (2005) Changing circumstances, disrupting habits. J Pers Soc Psychol 88(6):918–933. CrossRefGoogle Scholar
  189. Yadav MS (2010) The decline of conceptual articles and implications for knowledge development. J Mark 74(1):1–19. CrossRefGoogle Scholar
  190. Yadav MS (2014) Enhancing theory development in marketing. AMS Rev 4(1–2):1–4. CrossRefGoogle Scholar
  191. Yin RK (1981) The case study crisis: some answers. Adm Sci Q 26(1):58–65. CrossRefGoogle Scholar
  192. Yin RK (2014) Case study research design and methods, 5th edn. Sage, Thousand Oaks, CAGoogle Scholar
  193. Yu D, Hang CC (2010) A reflective review of disruptive innovation theory. Int J Manag Rev 12(4):435–452. CrossRefGoogle Scholar
  194. Zedelius CM, Müller BCN, Schooler JW (2017) The science of lay theories: how beliefs shape our cognition, behavior, and health. Springer, New York, NY. CrossRefGoogle Scholar
  195. Zeng L, Proctor RW, Salvendy G (2011) Can traditional divergent thinking tests be trusted in measuring and predicting real-world creativity? Creat Res J 23(1):24–37. CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Ann-Kathrin Veenendaal
    • 1
  1. 1.Steinbeis University BerlinBerlinGermany

Personalised recommendations