Journal of Management Studies 1989 - Abstracts

Journal of Management Studies 1989
Analysing management decision-making: further thoughts after the Bradford studies.Business, generalRowe, Chistopher
A profile of doctoral dissertations in strategic management: a note.Business, generalShrivastava, Paul, Lim, Gaik E.
CEO experience and diversification strategy fit.Business, generalReed, Richard, Reed, Margaret
Cognitive trails in strategic decision-making: linking theories of personalities and cognitions.Business, generalHaley, Usha C.V., Stumpf, Stephen A.
Competitive groups as cognitive communities: the case of Scottish knitwear manufacturers. (Special Issue: Managerial Thinking in Business Environments)Business, generalBaden-Fuller, Charles, Thomas, Howard, Porac, Joseph F.
Computer use and structural control: a study of Australian enterprises.Business, generalZeffane, Rachid
Construing the business portfolio: a cognitive model of diversification. (Special Issue: Managerial Thinking in Business Environments)Business, generalGinsberg, Ari
Contradictory couplings: professional ideology in the organizational locales of nurse training.Business, generalChua Wai-Fong, Clegg, Stewart
Convergent dynamics in the production of organizational configurations.Business, generalFombrun, Charles J.
Culture and competitiveness: evidence from two mature UK industries.Business, generalPettigrew, Andrew, Whipp, Richard, Rosenfeld, Robert
Deficiencies and the perpetuation of power: latent functions in management appraisal.Business, generalBarlow, Graham
Enacting new perspectives through work activities during organizational transformation.Business, generalRinguest, Jeffrey L., Bartunek, Jean M.
Exploring strategy perceptions in changing environments. (Special Issue: Managerial Thinking in Business Environments)Business, generalGronhaug, Kjell, Falkenberg, Joyce S.
Flexible manpower resourcing: a local labour market survey.Business, generalSloane, P.J.
Important dimensions of strategic issues: separating the wheat from the chaff. (Special Issue: Managerial Thinking in Business Environments)Business, generalWalton, Eric J., Dutton, Jane E., Abrahamson, Eric
Linking changes in revealed causal maps and environmental change: an empirical study. (Special Issue: Managerial Thinking in Business Environments)Business, generalNarayanan, V.K., Fahey, Liam
Linking cognitive, organizational and political factors in explaining strategic change.Business, generalSchwenk, Charles R.
Managerial cognition: a missing link in strategic management research. (Special Issue: Managerial Thinking in Business Environments)Business, generalStubbart, Charles I.
Mergers and acquisitions, human resource issues and outcomes: a review and suggested typology.Business, generalNapier, Nancy K.
On the nature of managerial tasks and skills: their distinguishing characteristics and organization.Business, generalWhitley, Richard
Organizational control: an evolutionary perspective.Business, generalDas, T.K.
Parenthetic learning in organizations: toward the unlearning of the unlearning model.Business, generalKlein, Jonathan I.
Practices of treasury management in a small open trading economy: the Belgian case.Business, generalSoenen, Luc A.
Specialization as a multidimensional construct.Business, generalCarter, Nancy M., Keon, Thomas L.
Studies of managerial jobs and behaviour: the ways forward.Business, generalStewart, Rosemary
The broken wheel: the inseparability of autonomy and control in innovation within organizations.Business, generalFeldman, Steven P.
The dual meaning of managerial careers: organizational and individual levels of analysis.Business, generalGunz, Hugh
The fact and causes of variation in structural development processes.Business, generalKatz, Jan Hack
The relationship between types of innovation and organizational performance.Business, generalDamanpour, Fariborz, Szabat, Kathryn A., Evan, William M.
The self-fulfilling prophecy leader: achieving the Metharme effect.Business, generalField, R.H.G.
This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.