| Doomed from the start: What is the value of selecting a future dominant design? LF Tegarden, DE Hatfield, AE Echols Strategic Management Journal 20 (6), 495-518, 1999 | 245 | 1999 |
| The Erosion of the Competitive Advantage of Strategic Planning: A Configuration Theory and Resource Based View. Y Sarason, LF Tegarden Journal of Business & Management 9 (1), 2003 | 115 | 2003 |
| A test of performance similarity among strategic group members in conforming and non‐conforming industry structures MW Lawless, LF Tegarden Journal of management studies 28 (6), 645-664, 1991 | 100 | 1991 |
| Cognitive factions in a top management team: Surfacing and analyzing cognitive diversity using causal maps DP Tegarden, LF Tegarden, SD Sheetz Group Decision and Negotiation 18, 537-566, 2009 | 80 | 2009 |
| The engagement of employees in the strategy process and firm performance: The role of strategic goals and environment L Tegarden, Y Sarason, S Childers, D Hatfield Journal of Business Strategies 22 (2), 75-100, 2005 | 77 | 2005 |
| Facing the uncertain environment from technological discontinuities: Hedging as a technology strategy DE Hatfield, LF Tegarden, AE Echols The Journal of High Technology Management Research 12 (1), 63-76, 2001 | 48 | 2001 |
| Linking strategy processes to performance outcomes in dynamic environments: The need to target multiple bull's eyes LF Tegarden, Y Sarason, C Banbury Journal of Managerial Issues, 133-153, 2003 | 44 | 2003 |
| The value of patience and start-up firms: A re-examination of entry timing for emerging markets LF Tegarden, AE Echols, DE Hatfield Entrepreneurship Theory and Practice 24 (4), 41-58, 2000 | 30 | 2000 |
| Bringing emerging technologies to market: Does academic research promote commercial exploration and exploitation? LF Tegarden, WB Lamb, DE Hatfield, FX Ji IEEE Transactions on Engineering Management 59 (4), 598-608, 2011 | 28 | 2011 |
| Exploring a typology of technology-intensive firms: when is a rose a great rose? Y Sarason, LF Tegarden The Journal of High Technology Management Research 12 (1), 93-112, 2001 | 22 | 2001 |
| De-fusing organizational power using anonymity and cognitive factions in a participative strategic planning setting D Tegarden, L Tegarden, W Smith, S Sheetz Group Decision and Negotiation 25, 1-29, 2016 | 16 | 2016 |
| The salutogenic effect of an MBA program: Sense of coherence and the academic experience of US and foreign MBA students. EK Ryland, LF Tegarden, JC King Sage Publications, Inc, 1998 | 13 | 1998 |
| Choice and determinism: A reply MW Lawless, LKF Tegarden Strategic Management Journal 11 (7), 575-577, 1990 | 13 | 1990 |
| On the Shoulders of Giants: Co‐location with Dominant Firms in the Emerging Fiber Optics Industry DE Hatfield, WB Lamb, LF Tegarden Industry and Innovation 14 (5), 445-460, 2007 | 9 | 2007 |
| Using causal mapping to uncover cognitive diversity within a top management team DP Tegarden, LF Tegarden, SD Sheetz Causal mapping for research in information technology, 203-232, 2005 | 9 | 2005 |
| Environmental and structural influences on the strategy-making process of banks CS Koberg, LF Tegarden, WD Wilsted Journal of Applied Business Research (JABR) 9 (3), 58-68, 1993 | 9 | 1993 |
| Knowledge management technology for revealing cognitive within a management team DP Tegarden, LF Tegarden, SD Sheetz 36th Annual Hawaii International Conference on System Sciences, 2003 …, 2003 | 8 | 2003 |
| A WWW-based group cognitive mapping approach to support case-based learning S Sheetz, D Tegarden, L Tegarden, D Gynwali, L Poppo AMCIS 1999 Proceedings, 50, 1999 | 5 | 1999 |
| Tapping Regional And Corporate Scientific Knowledge For Innovation: The Moderating Role Of Scientific Knowledge Duration O Bruyaka, FX Ji, LF Tegarden, DE Hatfield, WB Lamb International Journal of Innovation Management 19 (01), 1550001, 2015 | 1 | 2015 |
| Using Anonymity and Cognitive Factions to De-Fuse Power Relationships in an Academic Strategic Planning Setting: A Case Study W Smith, L Tegarden, D Tegarden, S Sheetz Bilyana Martinovski, 366, 2013 | 1 | 2013 |
