Justification and Interlaced Knowledge at ATLAS, CERN
References
- (1978) Patterns of industrial innovation. Tech. Rev. 80(7):40–47.Google Scholar
- (2008) Professional work: The emergence of collaborative community. Organ. Sci. 19(2):359–376.Link, Google Scholar
- (1964) Notes on the Synthesis of Form (Harvard University Press, Cambridge, MA).Google Scholar
- (1990) Technological discontinuities and dominant designs: A cyclical model of technological change. Admin. Sci. Quart. 35(4):604–633.Crossref, Google Scholar
- ATLAS Collaboration (1994) ATLAS technical proposal. Report, CERN, Geneva.Google Scholar
- (2000) Design Rules, Vol. 1: The Power of Modularity (MIT Press, Cambridge, MA).Crossref, Google Scholar
- (2006) Going mobile: Aesthetic design considerations from Calder and the constructivists. Organ. Sci. 17(2):262–276.Link, Google Scholar
- (2003) Sharing meaning across occupational communities: The transformation of understanding on a production floor. Organ. Sci. 14(3):312–330.Link, Google Scholar
- (2011) Thinking along: A process for tapping into knowledge across boundaries. Internat. J. Tech. Management 53(1):69–88.Crossref, Google Scholar
- (1999) Sorting Things Out: Classification and Its Consequences (MIT Press, Cambridge, MA).Crossref, Google Scholar
- (1991) Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organ. Sci. 2(1):40–57.Link, Google Scholar
- (1997) The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. 42(1):1–34.Crossref, Google Scholar
- (2001) Knowledge specialization, organizational coupling, and the boundaries of the firm: Why do firms know more than they make? Admin. Sci. Quart. 46(4):597–621.Crossref, Google Scholar
- (1995) Four models for the dynamics of science. Jasanoff S, Markle GE, Petersen JC, Pinch TJ, eds. Handbook of Science and Technology Studies (Sage, London), 29–63.Crossref, Google Scholar
- (1986) Mapping the Dynamics of Science and Technology: Sociology of Science in the Real World (Macmillan, London).Crossref, Google Scholar
- (1996) Coordination, organizational boundaries and fads in business practices. Indust. Corporate Change 5(1):89–112.Crossref, Google Scholar
- (2002) A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organ. Sci. 13(4):442–455.Link, Google Scholar
- (1985) The interaction of design hierarchies and market concepts in technological evolution. Res. Policy 14(5):235–251.Crossref, Google Scholar
- CMS Collaboration (1994) The Compact Muon Solenoid technical proposal. Report, CERN, Geneva.Google Scholar
- (2010) The mirroring hypothesis: Theory, evidence and exceptions. Working Paper 10-58, Harvard Business School, Boston.Google Scholar
- (2007) Rethinking Expertise (University of Chicago Press, Chicago).Crossref, Google Scholar
- (1990) Indexing by latent semantic analysis. J. Amer. Soc. Inform. Sci. 41(6):391–407.Crossref, Google Scholar
- (1995) Report of the Global Descoping Task Force. Report ATL-GEN-95-014, CERN, Geneva.Google Scholar
- (2004) Modularity and innovation in complex systems. Management Sci. 50(2):159–173.Link, Google Scholar
- (1988) Coordination through committees and markets. RAND J. Econom. 19(2):235–252.Crossref, Google Scholar
- (2012) The architecture of collaboration. Strategic Management J. 33(6):734–750.Crossref, Google Scholar
- (1979) Centrality in social networks: Conceptual clarification. Soc. Networks 1(3):215–239.Crossref, Google Scholar
- (1997) Image and Logic: A Material Culture of Microphysics (University of Chicago Press, Chicago).Google Scholar
- (2003) Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Res. Policy 32(2):277–300.Crossref, Google Scholar
- (1994) Using the brain as metaphor to model flexible production systems. Acad. Management Rev. 19(4):671–698.Google Scholar
- (1995) Technological and organizational designs to achieve economies of substitution. Strategic Management J. 16(S1):93–109.Crossref, Google Scholar
- (2008) From transactions to transformation costs: The case of Polaroid’s SX-70 camera. Res. Policy 37(4):690–705.Crossref, Google Scholar
- (1994) A socio-cognitive model of technology evolution: The case of cochlear implants. Organ. Sci. 5(3):344–362.Link, Google Scholar
- (2002) Institutional entrepreneurship in the sponsorship of common technological standards: The case of Sun Microsystems and Java. Acad. Management J. 45(1):196–214.Crossref, Google Scholar
- (2008) Designing for incompleteness and incomplete by design. Organ. Stud. 29(3):351–371.Crossref, Google Scholar
- (2013) Perspectives on innovation processes. Acad. Management Ann. 7(1):775–819.Crossref, Google Scholar
- (1997) How fragmentation can improve co-ordination: Setting standards in international telecommunications. Organ. Stud. 18(4):603–622.Crossref, Google Scholar
- (1992) Problems of explanation in economic sociology. Nohria N, Eccles RG, eds. Networks and Organizations. Structure, Form and Action (Harvard Business School Press, Boston), 25–56.Google Scholar
- (1996a) Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organ. Sci. 7(4):375–387.Link, Google Scholar
- (1996b) Toward a knowledge-based theory of the firm. Strategic Management J. 17(S1):109–122.Crossref, Google Scholar
- (2004) A rhetorical theory of diffusion. Acad. Management Rev. 29(4):653–669.Crossref, Google Scholar
- (1998) The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Admin. Sci. Quart. 43(4):781–814.Crossref, Google Scholar
- (1985) Epistemic dependence. J. Philos. 82(7):335–349.Crossref, Google Scholar
- (1997) Technology brokering and innovation in a product development firm. Admin. Sci. Quart. 42(4):716–749.Crossref, Google Scholar
- (1990) Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. 35(1):9–30.Crossref, Google Scholar
- (1998) Product complexity, innovation and industrial organisation. Res. Policy 26(6):689–710.Crossref, Google Scholar
- (1999) Shared knowledge, “glitches,” and product development performance. Strategic Management J. 20(9):837–865.Crossref, Google Scholar
- (1997) A general theory of network governance: Exchange conditions and social mechanisms. Acad. Management Rev. 22(4):911–945.Crossref, Google Scholar
- (2006) Life in the trading zone: Structuring coordination across boundaries in postbureaucratic organizations. Organ. Sci. 17(1):22–44.Link, Google Scholar
- (1995) How superorganisms change: Consensus formation and the social ontology of high-energy physics experiments. Soc. Stud. Sci. 25:119–147.Crossref, Google Scholar
- (1999) Epistemic Cultures: How the Sciences Make Knowledge (Harvard University Press, Cambridge, MA).Crossref, Google Scholar
- (2001) Open-source software development and distributed innovation. Oxford Rev. Econom. Policy 17(2):248–264.Crossref, Google Scholar
- (2013) Managing a global partnership model: Lessons from the Boeing 787 “Dreamliner” program. Global Strategy J. 3(1):41–66.Crossref, Google Scholar
- (2007) The principles of distributed innovation. Innovations: Tech., Governance, Globalization 2(3):97–112.Crossref, Google Scholar
- (1998) An introduction to latent semantic analysis. Discourse Processes 25(2–3):259–284.Crossref, Google Scholar
- (1999) Strategies for theorizing from process data. Acad. Management Rev. 24(4):691–710.Crossref, Google Scholar
- (1987) Science in Action: How to Follow Scientists and Engineers Through Society (Harvard University Press, Cambridge, MA).Google Scholar
- (2004) Why has critique run out of steam? From matters of fact to matters of concern. Critical Inquiry 30(2):225–248.Crossref, Google Scholar
- (1986) Demonstrability and social combination processes on mathematical intellective tasks. J. Experiment. Soc. Psych. 22(3):177–189.Crossref, Google Scholar
- (1995) A theory of collective induction. Organ. Behav. Human Decision Processes 61(1):94–107.Crossref, Google Scholar
- (1991) Situated Learning: Legitimate Peripheral Participation (Cambridge University Press, Cambridge, UK).Crossref, Google Scholar
- (1985) But is it rigorous? Trustworthiness and authenticity in naturalistic evaluation. Williams DD, ed. Naturalistic Evaluation (Jossey-Bass, San Francisco), 73–84.Google Scholar
- (1984) Analyzing Qualitative Data: A Source Book for New Methods (Sage, Beverly Hills, CA).Google Scholar
- (1969) The concept and use of social networks. Mitchell JC, ed. Social Networks in Urban Situations (Manchester University Press, Manchester, UK), 1–50.Google Scholar
- (1986) Images of Organization (Sage, Beverly Hills, CA).Google Scholar
- (1995) The Knowledge-Creating Company (Oxford University Press, Oxford, UK).Crossref, Google Scholar
- (2009) Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Organ. Sci. 20(3):635–652.Link, Google Scholar
- (2009) Coordination in organizations: An integrative perspective. Acad. Management Ann. 3(1):463–502.Crossref, Google Scholar
- (2007) The emergence of governance in an open source community. Acad. Management J. 50(5):1079–1106.Crossref, Google Scholar
- (2007) Quantifying social group evolution. Nature 446(7136):664–667.Crossref, Google Scholar
- (1993) The mangle of practice—Agency and emergence in the sociology of science. Amer. J. Sociol. 99(3):559–589.Crossref, Google Scholar
- (1987) The social construction of facts and artifacts: Or how the sociology of science and the sociology of technology might benefit each other. Bijker WE, Hughes TP, Pinch TJ, eds. The Social Construction of Technological Systems: New Directions in the Sociology and History of Technology (MIT Press, Cambridge, MA), 17–50.Google Scholar
- (2002) Islands of shared knowledge: Specialization and mutual understanding in problem-solving teams. Organ. Sci. 13(3):303–320.Link, Google Scholar
- (2012) Organization design: The epistemic interdependence perspective. Acad. Management Rev. 37(3):419–440.Crossref, Google Scholar
- (2009) Integrating acquired capabilities: When structural integration is (un)necessary. Organ. Sci. 20(2):313–328.Link, Google Scholar
- (1998) The coevolution of community networks and technology: Lessons from the flight simulation industry. Indust. Corporate Change 7(2):311–346.Crossref, Google Scholar
- (2001) From the bottom up? Technical committee activity and alliance formation. Admin. Sci. Quart. 46(4):748–772.Crossref, Google Scholar
- (1996) Modularity, flexibility, and knowledge management in product and organization design. Strategic Management J. 17(S1):63–76.Crossref, Google Scholar
- (2012) Standard setting committees: Consensus governance for shared technology platforms. Amer. Econom. Rev. 102(1):305–336.Crossref, Google Scholar
- (1962) The architecture of complexity. Proc. Amer. Philos. Soc. 106(6):467–482.Google Scholar
- (2004) The misalignment of product architecture and organizational structure in complex product development. Management Sci. 50(12):1674–1689.Link, Google Scholar
- (2011) Integrating distributed work: Comparing task design, communication, and tacit coordination mechanisms. Strategic Management J. 32(8):849–875.Crossref, Google Scholar
- (2007) Detector challenges at the LHC. Nature 448(7151):290–296.Crossref, Google Scholar
- (1989) Institutional ecology, “translations” and boundary objects: Amateurs and professionals in Berkeley’s Museum of Vertebrate Zoology, 1907–39. Soc. Stud. Sci. 19(3):387–420.Crossref, Google Scholar
- (1983) Organizations as action generators. Amer. Sociol. Rev. 48(1):91–102.Crossref, Google Scholar
- (2005) Interfirm modularity and its implications for product development. J. Product Innovation Management 22(4):303–321.Crossref, Google Scholar
- (1998) Basics of Qualitative Research (Sage, Newbury Park, CA).Google Scholar
- (2000) The Emergent Organization: Communication as the Site and Surface (Lawrence Erlbaum Associates, Mahwah, NJ).Google Scholar
- (1983) The Use of Argument, 2nd ed. (Cambridge University Press, New York).Google Scholar
- (1989) Outcome pattern matching and program theory. Evaluation Program Planning 12(4):355–366.Crossref, Google Scholar
- (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31(3):439–465.Crossref, Google Scholar
- (1998) Dominant designs, technology cycles, and organizational outcomes. Staw BM, Cummings LL, eds. Research in Organizational Behavior, Vol. 20 (JAI Press, Greenwich, CT), 231–266.Google Scholar
- (1992) Organizational determinants of technological change: Toward a sociology of technological evolution. Staw BM, Cummings LL, eds. Research in Organizational Behavior, Vol. 14 (JAI Press, Greenwich, CT), 311–347.Google Scholar
- (1995) The role of product architecture in the manufacturing firm. Res. Policy 24(3):419–440.Crossref, Google Scholar
- (1992) Suggestions for studying strategy process: A research note. Strategic Management J. 13(S1):169–188.Crossref, Google Scholar
- (2003) Community, joining, and specialization in open source software innovation: A case study. Res. Policy 32(7):1217–1241.Crossref, Google Scholar
- (2011) Climate Change Denial: Heads in the Sand (Earthscan, London).Google Scholar
- (1979) Unobtrusive measures in organizational theory: A reminder. Admin. Sci. Quart. 24(4):650–659.Crossref, Google Scholar
- (1993) Collective mind in organizations: Heedful interrelating on flight decks. Admin. Sci. Quart. 38(3):357–381.Crossref, Google Scholar
- (2001) Managing the Unexpected: Assuring High Performance in an Age of Complexity (Jossey-Bass, San Francisco).Google Scholar
- (2002) Charting time: Timelines as temporal boundary objects. Acad. Management J. 45(5):956–970.Crossref, Google Scholar
- (1994) Case Study Research: Design and Methods, 2nd ed. (Sage, Thousand Oaks, CA).Google Scholar
- (2013) Beyond boundary spanners: The “collective bridge” as an efficient interunit structure for transferring collective knowledge. Strategic Management J. 34(13):1513–1530.Crossref, Google Scholar
- (2013) Designing for complexity: Using divisions and hierarchy to manage complex tasks. Organ. Sci. 24(2):339–355.Link, Google Scholar
- (1988) In the Age of the Smart Machine: The Future of Work and Power (Basic Books, New York).Google Scholar

