Linda F. Tegarden

Doomed from the start: what is the value of selecting a future dominant design?

Linda F. Tegarden, Donald E. Hatfield, Ann E. Echols · Strategic Management Journal · 1999 · 177 citations

A TEST OF PERFORMANCE SIMILARITY AMONG STRATEGIC GROUP MEMBERS IN CONFORMING AND NON‐CONFORMING INDUSTRY STRUCTURES

Michael W. Lawless, Linda F. Tegarden · Journal of Management Studies · 1991 · 56 citations

Performance Differences, Firm Performance, Organizational Characteristic +16

Cognitive Factions in a Top Management Team: Surfacing and Analyzing Cognitive Diversity using Causal Maps

David P. Tegarden, Linda F. Tegarden, Steven D. Sheetz · Group Decision and Negotiation · 2007 · 47 citations

Project Management, Human Resource Management, Organizational Behavior +17

Facing the uncertain environment from technological discontinuities: hedging as a technology strategy

Donald E. Hatfield, Linda F. Tegarden, Ann E. Echols · The Journal of High Technology Management Research · 2001 · 38 citations

Uncertain Environment, High Uncertainty, Technology Strategy +14

The Value of Patience and Start-up Firms: A Re-Examination of Entry Timing for Emerging Markets

Linda F. Tegarden, Ann E. Echols, Donald E. Hatfield · Entrepreneurship Theory and Practice · 2000 · 33 citations

Startup Ecosystem, Law, Entrepreneurship +20