Advancing theory on knowledge governance in universities: a case study of a higher education merger M Safavi, L Håkanson Studies in Higher Education 43 (3), 500-523, 2018 | 36 | 2018 |
Resist or comply: The power dynamics of organizational routines during mergers M Safavi, O Omidvar British Journal of Management 27 (3), 550-566, 2016 | 32 | 2016 |
Algorithmic routines and dynamic inertia: How organizations avoid adapting to changes in the environment O Omidvar, M Safavi, VL Glaser Journal of Management Studies 60 (2), 313-345, 2023 | 23 | 2023 |
Advancing post-merger integration studies: A study of a persistent organizational routine and embeddedness in broader societal context M Safavi Long Range Planning 54 (6), 102071, 2021 | 19 | 2021 |
Truces and routine dynamics L D’Adderio, M Safavi Cambridge handbook of routine dynamics, 209-228, 2021 | 7 | 2021 |
Cambridge handbook of routine dynamics L D’Adderio, M Safavi, MS Feldman, BT Pentland, K Dittrich, C Rerup, ... Cambridge University Press, Cambridge, 2021 | 5 | 2021 |
Final Report on Private Sector Development in the MED-11 Region R Woodward, M Safavi CASE Network Reports, 2012 | 4 | 2012 |
How predictive models can lose the plot-and how to keep them on track VL Glaser, O Omidvar, M Safavi MIT Sloan Management Review, 2023 | 3 | 2023 |
Background report on private sector development in Latin America, the post-communist countries of Europe and Asia, the Middle East and North Africa R Woodward, M Safavi, P Kozarzewski CASE Network Studies and Analyses, 2012 | 3 | 2012 |
Private sector development R Woodward, M Safavi Economic and Social Development of the Southern and Eastern Mediterranean …, 2014 | 2 | 2014 |
The Role of Multiple Ostensive Aspects in Practicing Change and Stabilizing Routines: A Case Study of an Exogenous Change M Safavi Best Paper Proceedings of the 74th Annual Meeting of the Academy of Management, 2014 | 2 | 2014 |
The role of multiple ostensive aspects in practicing change and stabilizing routines: A case study of a university merger M Safavi DRUID 2013 Conferece, 2013 | 2 | 2013 |
Dynamic Inertia: How organizations avoid adapting to changes in the environment M Safavi, O Omidvar, V Glaser Academy of Management Proceedings 2020 (1), 17662, 2020 | 1 | 2020 |
The Role of Multiple Ostensive Aspects in Practicing Change and Stabilizing Routines M Safavi Academy of Management Proceedings 2014 (1), 14065, 2014 | 1 | 2014 |
Knowledge Governance in Universities: A Case Study of a University Merger M Safavi, L Håkanson OLKC 2013 Conference, 2013 | 1 | 2013 |
Private Sector Development in South and East Mediterranean Region R Woodward, M Safavi CASE Network Reports, 2012 | 1 | 2012 |
Routines Breakdown and Remaking in the RAF: A Temporal Perspective of Org Response to Covid Lockdown A Alvarenga, M Safavi Academy of Management Proceedings 2023 (1), 11929, 2023 | | 2023 |
Responding to unexpected events: Flexing established routines in the Royal Air Force M Safavi, A Alvarenga 37th EGOS Colloquium 2021, 2021 | | 2021 |
Inertia or multiple intents? The study of a training routine in the Royal Air Force M Safavi, A Alvarenga 36th EGOS Colloquium: Organizing for a Sustainable Future: Responsibility …, 2020 | | 2020 |
Mergers and Acquisitions (M&A): a process perspective M Safavi | | 2015 |