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R. Nag, K. G. Corley, and D. A. Gioia, “The Intersection of Organisational Identity, Knowledge and Practice: Attempting Strategic Change via Knowledge Grafting,” Academy of Management Journal, Vol. 50, No. 4, 2007, pp. 821-847. http://dx.doi.org/10.5465/AMJ.2007.26279173

has been cited by the following article:

• TITLE: Collaborative Corporate Strategy Research Programmes (C.C.S.R.P.) a Conceptual Integrative Strategic Framework for a Practical Research Agenda

  AUTHORS: Nadeem Khan, Nada Korac-Kakabadse

  KEYWORDS: Corporate Strategy Research Programme; Strategy; Collaborative Research; Holistic Framework

  JOURNAL NAME: Open Journal of Business and Management, Vol.1 No.3, November 4, 2013

  ABSTRACT: Researchers have been studying the strategies and the strategic behaviours of corporate firms for more than sixty years. Within the generated literature, contrasting philosophical positions and alternative assumptions underpin contested differences in strategic definition. Although this has created a rich tapestry of theoretical frameworks and schools of thought, the variety has further contributed to making practical research narrowly focused, complex and increasingly fragmented. In this paper we review the scholarly literature to establish an integrative definition of strategy and conceptualise our holistic novel corporate strategy research framework. We call this the Collaborative Corporate Strategy Research Programme (C.C.S.R.P.) which serves as a useful organising framework for corporate strategy research within the institution. This may further enable better structured and more meaningful longer term collaborative research between different institutions. Where corporation has outgrown government and operates across diverse markets, the research agenda has to innovatively adapt to better inform its stakeholders.