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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd.
    Journal of management studies 37 (2000), S. 0 
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: While many aspects of the collaborative process have been discussed in the management literature, the connection between collaboration and the dynamics of institutional fields has remained largely unconsidered. Yet, collaboration is an important arena for inter–organizational interaction and, therefore, a potentially important context for the process of structuration upon which institutional fields depend. In this paper, we argue that institutionalization and collaboration are interdependent; institutional fields provide the rules and resources upon which collaboration is constructed, while collaboration provides a context for the ongoing processes of structuration that sustain the institutional fields of the participants.
    Type of Medium: Electronic Resource
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  • 2
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Journal of management studies 22 (1985), S. 0 
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
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  • 3
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd.
    Journal of management studies 41 (2004), S. 0 
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes:   We revisit Karen Legge's (2001) critique of HRM in which she argues that the attempt of modernist/positivist HRM research to show that HRM improves organizational performance is a ‘spent round’. We note that despite spirited challenges by Legge and others, the discourse of HRM is becoming increasingly dominant. Accordingly, we use discourse analysis to examine why this might be the case. Specifically, we analyse the texts produced in the engagement between Karen Legge and David Guest to show how modernist/positivist texts like those of Guest have been successful in constructing an identity for HRM and embedding it in the broader academic discourse concerning the employment relationship, while critical researchers like Legge face a number of difficulties in producing ‘counter-texts’.
    Type of Medium: Electronic Resource
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  • 4
    Electronic Resource
    Electronic Resource
    108 Cowley Road, Oxford OX4 1JF, UK : Blackwell Publishing Ltd
    Journal of management studies 40 (2003), S. 0 
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Inter-organizational collaboration has been linked to a range of important outcomes for collaborating organizations. The strategy literature emphasizes the way in which collaboration between organizations results in the sharing of critical resources and facilitates knowledge transfer. The learning literature argues that collaboration not only transfers existing knowledge among organizations, but also facilitates the creation of new knowledge and produce synergistic solutions. Finally, research on networks and interorganizational politics suggests that collaboration can help organizations achieve a more central and influential position in relation to other organizations. While these effects have been identified and discussed at some length, little attention has been paid to the relationship between them and the nature of the collaborations that produce them. In this paper, we present the results of a qualitative study that examines the relationship between the effects of interorganizational collaboration and the nature of the collaborations that produce them. Based on our study of the collaborative activities of a small, nongovernmental organization (NGO) in Palestine over a four-year period, we argue that two dimensions of collaboration – embeddedness and involvement – determine the potential of a collaboration to produce one or more of these effects.
    Type of Medium: Electronic Resource
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  • 5
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Industrial relations journal 16 (1985), S. 0 
    ISSN: 1468-2338
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: From a high point in the early seventies resistance to plant closure, especially in the form of the occupation, progressively declined throughout the rest of the decade. This article attempts to explain this trend in terms of changing socioeconomic contexts and management strategies.
    Type of Medium: Electronic Resource
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  • 6
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    British journal of management 7 (1996), S. 0 
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Success in today's competitive and complex world depends upon the ability to bring about effective strategic change. Much of the business literature has been preoccupied with finding more sophisticated techniques to formulate better strategies. But business success depends not only on finding the right strategy, but also ensuring it materializes in the form of a pattern of appropriate strategic actions. We know relatively little about this part of the strategy-making process. This article shows how a better understanding of the use of power can provide the energy to ensure strategic action by driving the organization and its members through the strategy-making process.
    Type of Medium: Electronic Resource
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  • 7
    Electronic Resource
    Electronic Resource
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    British journal of management 8 (1997), S. 0 
    ISSN: 1467-8551
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: This paper shows how organization studies controls the subject through its use of representational devices. Different theoretical and methodological approaches may appear to offer epistemological guarantees concerning the validity of data about the research subject but they remain representations, beyond which we can know nothing except through representation. Research is not about wrenching truth from a recalcitrant ‘reality’: the devices it uses to represent its research subject create and control in the way they silence to give voice to aspects of that subject. All data are ‘collaborative products’ created in accordance with ‘the practical procedures and background assumptions of the participating actors’ (Knorr-Cetina, 1981). Thus the relations between research subject, researcher and the protocols that comprise the research process both embody and obscure power. For this reason, it is important that theory strives for a high degree of reflexivity (Marcus, 1994) in accounting for its own theorizing, as well as whatever it is that it theorizes about.In this paper, we critically examine different research approaches, including those of Aston, to show the dangers that can arise when research is carried out without regard to reflexivity. We offer some criteria for carrying out reflexive research which, we believe, is one of the major challenges facing post-paradigm organization studies. As we shall see, reflexivity shows us how far we have come in the thirty years since Aston.
    Type of Medium: Electronic Resource
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  • 8
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Financial accountability and management 7 (1991), S. 0 
    ISSN: 1468-0408
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
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  • 9
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    Berkeley, Calif. : Periodicals Archive Online (PAO)
    California Management Review. 29:4 (1987:Summer) 111 
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  • 10
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    Unknown
    Charlottesville, Va. : Periodicals Archive Online (PAO)
    The Review of Higher Education. 6:4 (1983:Summer) 407 
    ISSN: 0162-5748
    Topics: Nature of Science, Research, Systems of Higher Education, Museum Science
    Notes: Organizational Processes and Latent Learning
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