Journal of Management Studies 1992 - Abstracts

Journal of Management Studies 1992
Board composition from a strategic contingency perspective.Business, generalZahra, Shaker A., Pearce, John A., II
Cognitive mapping and repertory grids for qualitative survey research: some comparative observations. (Special Issue: On the Nature of Cognitive Maps)Business, generalBrown, Syvia M.
Conceptualizing leadership processes: a study of senior managers in a financial services company.Business, generalWillmott, Hugh, Knights, David
Congregate cognitive maps: a unified dynamic theory of organization and strategy. (Special Issue: On the Nature of Cognitive Maps)Business, generalBougon, Michel G.
Enterprise without unions: the management of employee relations in non-union firms.Business, generalMcLoughlin, Ian, Gourlay, Stephen
Expertise and problem categorization: the role of expert processing in organizational sense-making.Business, generalLord, Robert G., Day, David V.
Exploring the need for a shared cognitive map. (Special Issue: On the Nature of Cognitive Maps)Business, generalLangfield-Smith, Kim
Forging the iron cage: interorganizational networks and the production of macro-culture.Business, generalFombrun, Charles J., Abrahamson, Eric
Industrial relations and the British economy in the 1990s: Mrs Thatcher's legacy.Business, generalEvans, Steve, Ewing, Keith, Nolan, Peter
Information technology, control and power: the centralization and decentralization debate revisited.Business, generalCoombs, Rod, Bloomfield, Brian P.
Integrating marketing and R&D project personnel within innovation projects: an information uncertainty model.Business, generalSouder, William E., Moenaert, Rudy K.
Mapping of an idiosyncratic schema. (Special Issue: On the Nature of Cognitive Maps)Business, generalCossette, Pierre, Audet, Michel
Maps for managers: where are we? Where do we go from here? (Special Issue: On the Nature of Cognitive Maps)Business, generalFiol, C. Marlene, Huff, Anne Sigismund
Mergers and profitability: a managerial success story?Business, generalIngham, Hilary, Kran, Ingvild, Lovestam, Andre
Organizational decision-making as hierarchical levels of drama.Business, generalKriger, Mark P., Barnes, Louis B.
Planning for personnel? - Human resource management reconsidered.Business, generalKnights, David, Kerfoot, Deborah
Predicting corporate performance from organizational culture.Business, generalGordon, George G., DiTomaso, Nancy
Professionalizing management and managing professionalization: British management in the 1980s.Business, generalAnthony, Peter, Reed, Michael
Putting Giddens into action: social systems and managerial agency. (Anthony Giddens)Business, generalWhittington, Richard
Stakeholder-agency theory.Business, generalJones, Thomas M., Hill, Charles W.L.
Steel: a classic case of industrial relations change in Britain.Business, generalBlyton, Paul
Strategic consequences of executive succession within diversified firms. (includes appendix)Business, generalWiersema, Margarethe F.
Strategy development as a social process.Business, generalEden, Colin
The adoption of the multidivisional form of organization: a contingency model.Business, generalMahoney, Joseph T.
The analysis of cause maps. (Special Issue: On the Nature of Cognitive Maps)Business, generalEden, Colin, Ackerman, Fran
The cult/ure~ of the customer.Business, generalDu Gay, Paul, Salaman, Graeme
The impact of ownership and capital structure on managerial motivation and strategy in management buy-outs: a cultural analysis.Business, generalGreen, Sebastian
The individual and organizational culture: strategies for action in highly-ordered contexts.Business, generalGolden, Karen A.
The limits of employee involvement: profit sharing and disclosure of information.Business, generalOgden, Stuart
Top management, strategy and organizational knowledge structures.Business, generalLyles, Marjorie A., Schwenk, Charles R.
Towards a comprehensive system of strategic control.Business, generalPreble, John F.
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