Kim E van Oorschot
Sitert av
Sitert av
Relevance assumed: a case study of balanced scorecard development using system dynamics
HA Akkermans, KE Van Oorschot
System dynamics: Soft and hard operational research, 107-132, 2018
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
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
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
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
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
Cooperating to commercialize technology: A dynamic model of fairness perceptions, experience, and cooperation
E Van Burg, KE Van Oorschot
Production and Operations Management 22 (6), 1336-1355, 2013
Dynamics of agile software development
KE Van Oorschot, K Sengupta, L van Wassenhove
Proc. Int’l Conf. of the System Dynamics Society 2009, 2009
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
Field studies into the dynamics of product development tasks
KE Van Oorschot, JWM Bertrand, CG Rutte
International Journal of Operations & Production Management, 2005
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
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
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
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
The Knowledge Protection Paradox: Imitation and Innovation through Knowledge Sharing
KE Oorschot, H Solli-sæther, JT Karlsen
International Journal of Technology Management, 2017
Analyzing NPD projects from an operational control perspective.
KE van Oorschot
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