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Items where Subject is "H Social Sciences > HD Industries. Land use. Labor > HD58.7 Organizational behavior, change and effectiveness. Corporate culture"

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  • Library of Congress Subject Areas (29)
    • H Social Sciences (29)
      • HD Industries. Land use. Labor (29)
        • HD58.7 Organizational behavior, change and effectiveness. Corporate culture (29)
          • HD58.8 Strategic change (15)
Group by: Creators | Item Type | Date | No Grouping
Jump to: 2012 | 2011 | 2010 | 2009 | 2008 | 2007 | 2006 | 2003 | 2002 | 1999
Number of items at this level: 15.

2012

  1. Inamori, T., Analoui, F. and Kakabadse, N. K. (2012) Can perceptual differences account for managerial success?: The case of Japanese aid workers. Management Research Review. 35(1), pp. 32-51. 2040-8269.

2011

  1. Soriano-Meier, H., Sharma, A., Garza-Reyes, J. A., Forrester, P. L. and Burtonshaw-Gunn, S. A. (2011) Doing things right first time: establishing culture change with the adoption of 6S. Seminar Presentation presented to: 21st International Conference on Flexible Automation and Intelligent Manufacturing (FAIM 2011), Taichung, Taiwan, 26-29 June 2011.

2010

  1. Burtonshaw-Gunn, S. A. and Salameh, M. G. (2010) Change management contribution to organisational performance. Human Capital Review. 2(12), pp. 1-6. 1993-7250.
  2. Kakabadse, N. K., Kakabadse, A. P., Lee-Davies, L. and Johnson, N. (2010) Deliberative inquiry: integrated ways of working in children services. Systematic Practice and Action Research. 24(1), pp. 67-84. 1094-429X (Print) 1573-9295 (Online).

2009

  1. Burtonshaw-Gunn, S. A. (2009) Svarbiausios Vadybos Priemones (Essential Management Toolbox). Vilnius: Verslo zinios (Business News). 9789955460978.
  2. Han, Y. and Kakabadse, N. K. (2009) Job satisfaction: what is its true meaning in Greater China? Asia-Pacific Journal of Business Administration. 1(2), pp. 155-164. 1757-4323.
  3. Wang, J. (2009) From a family workshop to a listed company: Langsha Group. In: Alas, R. (ed.) Implementation of Changes in Chinese Organizations: Groping a Way Through the Darkness. Oxford: Chandos. [Case study 4]

2008

  1. Tudor, T. L., Barr, S. W. and Gilg, A. W. (2008) A novel conceptual framework for examining environmental behaviour in large organisations: a case study of the Cornwall National Health Service (NHS) in the UK. Environment and Behavior. 40(3), pp. 426-450. 0013 9165.

2007

  1. Kakabadse, N. K., Kakabadse, A. P. and Kalu, K. N. (2007) Communicative action through collaborative inquiry: journey of a facilitating co-inquirer. Systemic Practice and Action Research. 20(3), pp. 245-272. 1573-9295.
  2. MacDonald, S. and Liff, S. (2007) Working for the family. Human Resource Management Journal. 17(2), pp. 118-133. 0954-5395.

2006

  1. Brown, P. (2006) Do senior management development programmes enhance strategic management capabilities? Strategic Change. 15(1), pp. 37-45. 1099-1697.

2003

  1. Kakabadse, N. K. and Kakabadse, A. P. (2003) Developing reflexive practitioners through collaborative inquiry: a case study of the UK civil service. International Review of Administrative Sciences. 69(3), pp. 365-383. 0020-8523.

2002

  1. Brooks, I. and Brown, R. B. (2002) The role of ritualistic ceremonial in removing barriers between subcultures in the National Health Service. Journal of Advanced Nursing. 38(4), pp. 341-352. 1365-2648.
  2. Kakabadse, A. P. and Kakabadse, N. K. (2002) Making ‘modernising Government initiatives’ work: culture change through collaborative inquiry (CI). Public Administration and Development. 22(4), pp. 337-352. 1099-162X.

1999

  1. Communal, C. C. E. (1999) A cultural kaleidoscope: managing the European company. Doctoral thesis. University of Leicester.
This list was generated from NECTAR on Wed Jun 19 05:43:32 2013 BST.