All Stories

  1. Rethinking the ontology of the shareholder model of the corporation
  2. Destructive Behaviours and Leadership: The Source of the Shift from a Functional to Dysfunctional Workplace?
  3. State Crimes Against Democracy
  4. How to Make Boards Work
  5. Visceral behaviours and leadership: a dark side of boardroom life?
  6. Global Boards: One Desire, Many Realities – Edited by Andrew Kakabadse and Nada Kakabadse
  7. Global Elites
  8. From Battlefield to Boardroom
  9. Eleven sides to the Minister of the Crown
  10. The four pillars of corporate responsibility: ethics, leadership, personal responsibility and trust
  11. When Rules and Principles are Not Enough: Insiders’ Views and Narratives On the Global Financial Crisis
  12. Organisational politics: reconciling leadership's rational‐emotional paradox
  13. Chronic limitations of neo‐liberal capitalism and oligopolistic markets
  14. The Invisible Hand Guiding Technology
  15. Leading Smart Transformation
  16. Auditing employee ownership in a neo‐liberal world
  17. Calling on Jefferson: the ‘custodiary’ as the fourth estate in the Democratic Project
  18. Self‐ or rule‐based governance: analysis of choice‐making behaviour
  19. The chemistry factor in the Chairman/CEO relationship
  20. Deliberative Inquiry: Integrated Ways of Working in Children Services
  21. Servant leadership in the People's Republic of China: a case study of the public sector
  22. Parameters of managerial effectiveness
  23. Radio-Frequency Identification and Human Tagging
  24. Is an ethical society possible?
  25. A dynamic theory of leadership development
  26. CSR: the role of leadership in driving ethical outcomes
  27. Role as a mechanism for rotating leadership in a group
  28. Leadership discretion: a developmental experience
  29. CSR leaders road‐map
  30. Coming attraction
  31. Global Boards
  32. Leadership teams
  33. Citizenship
  34. Smart technology: the leadership challenge
  35. Leading for Success
  36. Janusian Mapping: A Mechanism of Interpretation
  37. The Elephant Hunters
  38. Leading the board
  39. Men of steel: ascendance of the owner‐manager in the steel industry
  40. The return of the chairman
  41. An interview with Bernard Rethore, Emeritus Chairman, Flowserve Corporation, USA
  42. A role‐based perspective on leadership decision taking
  43. Shared leadership: leading through polylogue
  44. Three temptations of leaders
  46. A role‐based perspective on leadership as a network of relationships
  47. An interview with Sir John Parker, Chairman, National Grid
  48. Being responsible: Boards are reexamining the bottom line
  49. Chairman of the board: demographics effects on role pursuit
  50. Using the HR intranet
  51. Communicative Action through Collaborative Inquiry: Journey of a Facilitating Co-Inquirer
  52. Effectiveness of private finance initiatives (PFI): study of private financing for the provision of capital assets for schools
  53. Understanding mission command: a model for developing competitive advantage in a business context
  54. Investment dealers' ways of working: Integrating compensation with relational capital
  55. Mapping the transitional experience of switching leadership roles
  56. Taking ideology out of ethics: from failed business strategies to new cross‐cultural platforms
  57. Across the boards: How chairmen's roles differ around the world
  58. 1% for 10%: executive strategies for customer care
  59. International joint venture (IJV) directors' contribution to board effectiveness
  60. Inside Out
  61. Chairman and chief executive officer (CEO): that sacred and secret relationship
  62. Corporate Social Responsibility
  63. Unique study assesses interactivity, impact of leadership styles
  64. Prudence vs professionalism
  65. Visioning the Pathway:
  66. Outsourcing: Current and future trends
  67. Développer le système de leadership pour le 21ème siècle : Étude de cas sur le perfectionnement des cadres dans la nouvelle fonction publique britannique
  68. Changing configurations
  69. Theoretical underpinnings
  70. The scale configuration
  71. The scope configuration
  72. The creative configuration
  73. Leading from the centre
  74. Value-adding corporate centres
  75. Leading, managing and sustaining
  76. A proactive approach to change
  77. The controls configuration
  78. Directors' remuneration
  79. The ASP phenomenon: an example of solution innovation that liberates organization from technology or captures it?
  80. Intimacy
  81. Pension funds governance: an overview of the role of trustees
  82. A process perspective on leadership and team development
  83. Reviewing the knowledge management literature: towards a taxonomy
  84. Developing Reflexive Practitioners through Collaborative Inquiry: A Case Study of the UK Civil Service
  85. Cultural Diversity in the IT‐Globalizing Workplace: Conundra and Future Research
  86. Ethics, values and behaviours: comparison of three case studies examining the paucity of leadership in government
  87. Pension Fund Trustees:
  88. Successful Policy Implementation: The Route to Building Self-Confident Government
  89. Executive development: meeting the needs of top teams and boards
  90. Polylogue as a platform for governance: integrating people, the planet, profit and posterity
  91. Outsourcing best practice: transformational and transactional considerations
  92. Reinventing the Democratic Governance Project through Information Technology? A Growing Agenda for Debate
  93. Congruent, Divergent and Incoherent Corporate Level Strategies
  94. Application service providers (ASPs): new impetus for transformational change
  95. Making ‘modernising government initiatives’ work: culture change through Collaborative Inquiry (CI)
  96. Spirituality and leadership praxis
  97. Trends in Outsourcing:
  98. Knowledge management: strategic change capacity or the attempted routinization of professionals?
  99. Introducing officer systems in Japanese companies
  100. Key roles of the leadership landscape
  101. From loose groups to effective teams
  102. Smart Sourcing
  103. IS/IT governance: need for an integrated model
  104. Outsourcing in the public services: a comparative analysis of practice, capability and impact
  105. Corporate governance in South Africa: Evaluation of the King II Report (Draft)
  106. Dynamics of executive succession
  107. Low‐ and high‐context communication patterns: towards mapping cross‐cultural encounters
  108. From tacit knowledge to knowledge management: leveraging invisible assets
  109. Leadership Renewal: Towards the Philosophy of Wisdom
  110. Role and Contribution of Non‐Executive Directors
  111. Board governance and company performance: any correlations?
  112. Multi‐skilled and multi‐faceted: a comparative survey of UK and Australian information systems and technology professionals
  113. The Geopolitics of Governance
  114. Critical review – Outsourcing: a paradigm shift
  115. Information technology and development: creating ‘IT harems’, fostering new colonialism or solving ‘wicked’ policy problems?
  116. Information Technology-Enabled Communication and Organizational Effectiveness
  117. Leading the pack : future role of IS/IT professionals
  118. Sourcing: new face to economies of scale and the emergence of new organizational forms
  119. Current trends in Internet use: E-communication, E-information and E-commerce
  120. Information technology and development: creating ?IT harems?, fostering new colonialism or solving ?wicked? policy problems?
  121. From individual to team to cadr�: tracking leadership for the third millennium
  122. From individual to team to cadré: tracking leadership for the third millennium
  123. Dysfunctionality in “citizenship” behaviour in decentralized organizations
  124. Globalization and information technology: vanishing social contracts, the “pink collar” workforce and public policy challenges
  125. Demographics and leadership philosophy: exploring gender differences
  126. The role of IT in changing psycho-social contracts: a multi-stakeholder's perspective
  127. The role of IT in changing psycho‐social contracts: a multi‐stakeholder's perspective
  128. Best practice in the Australian Public Service (APS): an examination of discretionary leadership
  129. Top management ownership of the strategy problem
  130. Leadership and the public sector: an internationally comparative benchmarking analysis
  131. Japanese managers operating in Europe: implications for international management and Japanese secondees
  132. Book Reviews: Andrew Kakabadse and Shaun Tyson (eds) 1994 Cases in European Human Resource Management (2nd edn) London: Routledge, 201 pages Andrew Kakabadse and Shaun Tyson (eds) 1994 Cases in European Human Resource Management, Teachers' Guide (2nd e...
  133. Boardroom skills for Europe
  134. Anreize und Pfade zur lernenden Organisation
  135. Correlates of internal and external leadership of top management teams
  136. Effectiveness of French management
  137. Are national stereotypes discriminating?
  138. Qualities of top management: comparisons of European manufacturers
  139. Management for Doctors: Effective top teams: luxury or necessity?
  140. Business ethics and Irish management: A cross-cultural study
  141. Anreize und Pfade zur lernenden Organisation
  142. The Success Levers for Europe: The Cranfield Executive Competences Survey
  145. Industrial Conflict and Its Expressions
  146. Erratum
  149. Brittle, Blocked, Blended and Blind:
  150. Business Success and 1992: The Need for Effective Top Teams
  151. Anreize und Pfade zur lernenden Organisation
  152. Book Reviews : Police Chief Officers: A Management Development Survey by A.P. Kakabadse and P. Dainty, Journal of Managerial Psychology, Vol. 3, No. 3, 1988 (Monograph)
  153. Defiance at Work
  155. Police Chief Officers: A Management Development Survey
  156. Planning for Change
  157. The Female Chief Executive:An Analysis of Career Progress and Development Needs
  158. Organisational Politics
  159. Organizational Alienation and Job Climate
  160. Book Reviews : International Perspectives on Management and Organisation Roger Mansfield and Michael Poole (Editors) Gower (Aldershot), 1981. ISBN 0-566-00469-0. 164 pp. £18
  161. J. Chandra and A. Kakabadse, Privatization and the National Health Service, London: Gower, 1985, 88 pages. Price (UK) £13.50. ISBN 0 566 00813 0
  162. Power, Politics, and Organizations: A Behavioural Science View.
  163. Consultants and the Consultancy Process
  164. The politics of Management, Andrew Kakabadse, Gower Publishing Co. No. of pages: ix + 174. Price: £12.50
  165. Power, Politics, and Organizations
  166. The management of the development process in developing countries a needs based perspective
  167. What Management Development Means for American CEOs
  168. Andrew Kakabadse and Suresh Mukhi (eds): The Future of Management Education
  169. Andrew Kakabadse and Christopher Parker (eds): Power, Politics and Organizations
  170. The Police: A Management Development Survey
  171. Politics in Organisations: An Essential Consideration for Decision Making
  172. Politics of Planned Change
  174. How to Use Consultants
  175. Journal of Health Economics, Vol. 1, No. 1, May 1982
  176. People and Organisations: The Practitioner's View
  177. Politics of Interpersonal Influence:
  178. Politics in Organisations: Re‐examining OD
  179. Tips from Thailand: A S E Asian View of Western Consultants
  180. Reflections on Teaching Organisation Behaviour in the United States and the United Kingdom
  181. Creating a New Organization: The Importance of Client/Consultants Relationships
  182. Organisation Structure and Attitudes to Work:
  183. The effect of magnesia on the formation of magnetite from aqueous solution
  184. Privatizing Vulnerability
  185. Leadership Hubris
  186. High-Performing Chairmen
  187. Aligning the Board
  188. From Local Elites to a Globally Convergent Class
  189. The Creation of Shared Understanding
  190. Board Directors as Elites in the Context of International Joint Ventures
  191. CEO/Chairman Role Duality Desire
  192. Ethical Considerations in Management Research: A ‘Truth’ Seeker's Guide
  193. Auditing Moral Hazards for the Post-Global Financial Crisis (GFC) Leadership
  194. The Civic within the Democratic Project in the Digital Era
  195. The Civic within the Democratic Project in the Digital Era
  196. Corporate Income Inequality and Corporate Performance
  197. The Leadership Attributes of the Chairman of the Board
  198. Introduction
  199. Urban Elites in Eighteenth-Century Northampton
  200. Radio-Frequency Identification and Human Tagging
  201. Dynamic Learning as Entrepreneurial Action in the Context of Open Innovation
  202. The Secret to Boards in Reinventing Themselves
  203. Introduction
  204. Embedding the governance of responsibility in the business of the board