Kim E van Oorschot
Cited by
Cited by
Relevance assumed: a case study of balanced scorecard development using system dynamics
HA Akkermans, KE Van Oorschot
Journal of the Operational Research Society 56 (8), 931-941, 2005
Anatomy of a decision trap in complex new product development projects
KE Van Oorschot, H Akkermans, K Sengupta, LN Van Wassenhove
Academy of Management Journal 56 (1), 285-307, 2013
Getting trapped in the suppression of exploration: A simulation model
B Walrave, KE van Oorschot, AGL Romme
Journal of Management Studies 48 (8), 1727-1751, 2011
Get Fat Fast: Surviving Stage‐Gate® in NPD
K Van Oorschot, K Sengupta, H Akkermans, L Van Wassenhove
Journal of Product Innovation Management 27 (6), 828-839, 2010
Strategic and cultural misalignment: Knowledge sharing barriers in project networks
H Solli-Sæther, JT Karlsen, K van Oorschot
Project Management Journal 46 (3), 49-60, 2015
Under pressure: The effects of iteration lengths on agile software development performance
KE van Oorschot, K Sengupta, LN Van Wassenhove
Project Management Journal 49 (6), 78-102, 2018
Managerial attention to exploitation versus exploration: toward a dynamic perspective on ambidexterity
B Walrave, AGL Romme, KE van Oorschot, F Langerak
Industrial and Corporate Change 26 (6), 1145-1160, 2017
Don't trust trust: A dynamic approach to controlling supplier involvement in new product development
LPM Smets, KE Van Oorschot, F Langerak
Journal of Product Innovation Management 30 (6), 1145-1158, 2013
Cooperating to commercialize technology: A dynamic model of fairness perceptions, experience, and cooperation
E vanBurg, KE vanOorschot
Production and Operations Management 22 (6), 1336-1355, 2013
Public and health professionals’ misconceptions about the dynamics of body weight gain/loss
T Abdel‐Hamid, F Ankel, M Battle‐Fisher, B Gibson, G Gonzalez‐Parra, ...
System dynamics review 30 (1-2), 58-74, 2014
Measuring the knowns to manage the unknown: How to choose the gate timing strategy in NPD projects
K Van Oorschot, K Eling, F Langerak
Journal of Product Innovation Management 35 (2), 164-183, 2018
Escalation, de‐escalation, or reformulation: Effective interventions in delayed NPD projects
KE van Oorschot, F Langerak, K Sengupta
Journal of Product Innovation Management 28 (6), 848-867, 2011
Dynamics of agile software development
KE Van Oorschot, K Sengupta, L van Wassenhove
Proc. Int’l Conf. of the System Dynamics Society 2009, 2009
Field studies into the dynamics of product development tasks
KE Van Oorschot, JWM Bertrand, CG Rutte
International Journal of Operations & Production Management 25 (8), 720-739, 2005
Pilot error? Managerial decision biases as explanation for disruptions in aircraft development
H Akkermans, KE van Oorschot
Project Management Journal 47 (2), 79-102, 2016
Team collective intelligence in dynamically complex projects—A shipbuilding case
MJ Hansen, H Vaagen, K Van Oorschot
Project Management Journal 51 (6), 633-655, 2020
Short of drugs? Call upon operations and supply chain management
H de Vries, M Jahre, K Selviaridis, KE van Oorschot, LN Van Wassenhove
International Journal of Operations & Production Management 41 (10), 1569-1578, 2021
How to counteract the suppression of exploration in publicly traded corporations
B Walrave, KE Van Oorschot, AGL Romme
R&D Management 45 (5), 458-473, 2015
Collaboration–competition dilemma in flattening the COVID‐19 curve
KE Van Oorschot, LN Van Wassenhove, M Jahre
Production and Operations Management 32 (5), 1345-1361, 2023
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation
KE van Oorschot, BB Nujen, H Solli‐Sæther, DE Mwesiumo
Global Strategy Journal 13 (3), 673-699, 2023
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