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

B

• Batista, L., Meadows, M., Dibb, S., Hinton, M. and Analogbei, M. (2013) Improving organisational responsiveness through CRM – the dynamics of strategy, information systems, and staff empowerment. In: British Academy of Management Conference Proceedings. Liverpool: British Academy of Management (BAM).
• 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.
• Brown, P. (2006) Do senior management development programmes enhance strategic management capabilities? Strategic Change. 15(1), pp. 37-45. 1099-1697.
• Burtonshaw-Gunn, S. A. (2009) Svarbiausios Vadybos Priemones (Essential Management Toolbox). Vilnius: Verslo zinios (Business News). 9789955460978.
• 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.

D

• Denny, S. (1999) The effects of cultural, institutional and parent company influences upon training and development in British and French subsidiaries of a Swedish multinational corporation: a comparative international study. Doctoral thesis. Open University, Milton Keynes.

H

• 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.
• Hills, M. (2017) Full spectrum threats – why organizational culture (and its micro-cultures) are critical to the success or failure of organizational resilience. In: Boskovic, M. (ed.) Security Risks: Assessment, Management and Current Challenges. New York: Nova Science Publishers.

I

• 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.

J

• Jones, J., Jackson, J., Bates, M. P. and Tudor, T. L. (2016) Factors influencing corporate pro-environmental behaviour - a case study from the UK construction sector. International Journal of Environment and Sustainable Development (IJESD). 15(1), pp. 1-15. 1474-6778.
• Jones, J. D. (2010) Improving workforce environmental behaviour: a case study of the construction industry. Doctoral thesis. The University of Northampton.

K

• 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.
• 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.
• 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.
• 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).

M

• MacDonald, S. and Liff, S. (2007) Working for the family. Human Resource Management Journal. 17(2), pp. 118-133. 0954-5395.
• Mansour, H. F. (2015) Human Resource practitioners as change agents: Neoliberalism and the shift in power in the UK Higher Education. Paper presented to: 9th International Conference in Critical Management Studies: Is there an Alternative? Management after Critique, University of Leicester, 08-10 July 2015. (Unpublished)
• Mansour, H. F. and Brannan, M. J. (2014) Organizational culture and human resource management reform: evidence from the UK higher educational institutions. Paper presented to: 17th Annual Dilemmas for Human Services International Research Conference, London, 10-12 September 2014. (Unpublished)

S

• 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. (Unpublished)

T

• 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.

W

• 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]