All Stories

  1. Firm ownership structure impact on corporate social responsibility: evidence from austerity U.K.
  2. What matters in business incubation? A literature review and a suggestion for situated theorising
  3. Impact of externalities on sustainable development: evidence from public-private partnerships in Kazakhstan and Russia
  4. “Rules of engagement”
  5. Diversifying into technical clothing manufacture as entrepreneurial learning
  6. The Corporate Gini Index (CGI) determinants and advantages: Lessons from a multinational retail company case study
  7. Introducing matrix management within a children’s services setting – personal reflections
  8. CSR: the co-evolution of grocery multiples in the UK (2005-2010)
  9. Public–private partnerships in Russia: dynamics contributing to an emerging policy paradigm
  10. Compulsive internet use in adults: A study of prevalence and drivers within the current economic climate in the UK
  11. Public–Private Partnership’s Procurement Criteria: The case of managing stakeholders’ value creation in Kazakhstan
  12. Risk allocation in a public–private partnership: a case study of construction and operation of kindergartens in Kazakhstan
  13. Rethinking the ontology of the shareholder model of the corporation
  14. Destructive Behaviours and Leadership: The Source of the Shift from a Functional to Dysfunctional Workplace?
  15. How to Make Boards Work
  16. Delving into the Boardroom “Black Box”: A Research Model of “Board Learning Capability” (BLC)
  17. Collaborative Corporate Strategy Research Programmes (C.C.S.R.P.) a Conceptual Integrative Strategic Framework for a Practical Research Agenda
  18. Visceral behaviours and leadership: a dark side of boardroom life?
  19. Spiritual capital
  20. Conceptualising public‐private partnerships
  21. A grounded investigation of Chinese employees' psychological capital
  22. “He has told you, O man, what is good!”
  23. What next for children's services? Can policy at a local or national level have any significant impact on the outcomes for children and their families?
  24. Concessionary Nature of Public-Private Partnerships in Russia and Kazakhstan: A Critical Review
  25. Global Boards: One Desire, Many Realities – Edited by Andrew Kakabadse and Nada Kakabadse
  26. Global Elites
  27. France and the Memories of “Others”: <em>The Case of the Harkis</em>
  28. Can perceptual differences account for managerial success?
  29. Corporate governance: quo vadis?
  30. Income differentials and corporate performance
  31. The four pillars of corporate responsibility: ethics, leadership, personal responsibility and trust
  32. When Rules and Principles are Not Enough: Insiders’ Views and Narratives On the Global Financial Crisis
  33. Organisational politics: reconciling leadership's rational‐emotional paradox
  34. Chronic limitations of neo‐liberal capitalism and oligopolistic markets
  35. Leader characteristics and styles in the SMEs of the People's Republic of China during the global financial crisis
  36. The Invisible Hand Guiding Technology
  37. Between Trust and CSR: The Role of Leadership
  38. Managerial Ethics as a Prerequisite to CSR: The Person Behind the Role
  39. Ethics, spirituality and self: managerial perspective and leadership implications
  40. Auditing employee ownership in a neo‐liberal world
  41. Calling on Jefferson: the ‘custodiary’ as the fourth estate in the Democratic Project
  42. Self‐ or rule‐based governance: analysis of choice‐making behaviour
  43. The effectiveness of non‐executive directors in Chinese state‐owned enterprises
  44. The chemistry factor in the Chairman/CEO relationship
  45. Meaning and interpretation: insights and discourse
  46. Deliberative Inquiry: Integrated Ways of Working in Children Services
  47. Servant leadership in the People's Republic of China: a case study of the public sector
  48. Parameters of managerial effectiveness
  49. Radio-Frequency Identification and Human Tagging
  50. Is an ethical society possible?
  51. Job satisfaction: what is its true meaning in Greater China?
  52. A dynamic theory of leadership development
  53. CSR: the role of leadership in driving ethical outcomes
  54. Role as a mechanism for rotating leadership in a group
  55. Leadership discretion: a developmental experience
  56. CSR leaders road‐map
  57. The unbalanced high‐tech life: are employers liable?
  58. Strategy evolution in Central and Eastern European pharmaceutical firms 1992–2005
  59. Global Boards
  60. Leadership teams
  61. Citizenship
  62. Smart technology: the leadership challenge
  63. Leading for Success
  64. Janusian Mapping: A Mechanism of Interpretation
  65. Does strategic human resource management matter in high‐tech sector? Some learning points for SME managers
  66. The Elephant Hunters
  67. Leading the board
  68. Men of steel: ascendance of the owner‐manager in the steel industry
  69. The diamond industry as a virtual organization: past success and challenging future
  70. The return of the chairman
  71. Longitudinal textual analysis: an innovative method for analysing how realised strategies evolve
  72. Strategy development in a transitional economy: the case of LEK
  73. Shared leadership: leading through polylogue
  74. Three temptations of leaders
  75. Evolutionary patterns of strategic change prior to liquidation: the case of Bioglan plc
  76. Chairman of the board: demographics effects on role pursuit
  77. Using the HR intranet
  78. Communicative Action through Collaborative Inquiry: Journey of a Facilitating Co-Inquirer
  79. Effectiveness of private finance initiatives (PFI): study of private financing for the provision of capital assets for schools
  80. Investment dealers' ways of working: Integrating compensation with relational capital
  81. Taking ideology out of ethics: from failed business strategies to new cross‐cultural platforms
  82. HRM perspectives on addiction to technology and work
  83. Consultant's role: a qualitative inquiry from the consultant's perspective
  84. Perils of religion: need for spirituality in the public sphere
  85. The CEOs' characteristics and their strategy development in the UK SME sector
  86. 1% for 10%: executive strategies for customer care
  87. International joint venture (IJV) directors' contribution to board effectiveness
  88. Inside Out
  89. Chairman and chief executive officer (CEO): that sacred and secret relationship
  90. Corporate Social Responsibility
  91. Meaning of corporate social responsibility in a local French hospital: a case study
  92. Unique study assesses interactivity, impact of leadership styles
  93. Prudence vs professionalism
  94. Visioning the Pathway:
  95. Outsourcing: Current and future trends
  96. Développer le système de leadership pour le 21ème siècle : Étude de cas sur le perfectionnement des cadres dans la nouvelle fonction publique britannique
  97. Corporate social responsibility and stakeholder approach: a conceptual review
  98. Directors' remuneration
  99. The ASP phenomenon: an example of solution innovation that liberates organization from technology or captures it?
  100. Pension funds governance: an overview of the role of trustees
  101. Reviewing the knowledge management literature: towards a taxonomy
  102. Developing Reflexive Practitioners through Collaborative Inquiry: A Case Study of the UK Civil Service
  103. Cultural Diversity in the IT‐Globalizing Workplace: Conundra and Future Research
  104. Ethics, values and behaviours: comparison of three case studies examining the paucity of leadership in government
  105. Pension Fund Trustees:
  106. Strategic staffing of international joint ventures (IJVs): an integrative perspective for future research
  107. Understanding strategies for the improvement of inter‐organizational performance: cases from the air transport industry
  108. Polylogue as a platform for governance: integrating people, the planet, profit and posterity
  109. Outsourcing best practice: transformational and transactional considerations
  110. Reinventing the Democratic Governance Project through Information Technology? A Growing Agenda for Debate
  111. Application service providers (ASPs): new impetus for transformational change
  112. Making ‘modernising government initiatives’ work: culture change through Collaborative Inquiry (CI)
  113. Developing reflexive corporate leadership
  114. Spirituality and leadership praxis
  115. Trends in Outsourcing:
  116. Knowledge management: strategic change capacity or the attempted routinization of professionals?
  117. IS/IT governance: need for an integrated model
  118. Outsourcing in the public services: a comparative analysis of practice, capability and impact
  119. Corporate governance in South Africa: Evaluation of the King II Report (Draft)
  120. Dynamics of executive succession
  121. Low‐ and high‐context communication patterns: towards mapping cross‐cultural encounters
  122. From tacit knowledge to knowledge management: leveraging invisible assets
  123. Leadership Renewal: Towards the Philosophy of Wisdom
  124. Inequality of discourse: problematic consumption of justice in the common law legal system
  125. Role and Contribution of Non‐Executive Directors
  126. Board governance and company performance: any correlations?
  127. Multi‐skilled and multi‐faceted: a comparative survey of UK and Australian information systems and technology professionals
  128. Turning innovation into success: a strategic guide
  129. The Geopolitics of Governance
  130. Critical review – Outsourcing: a paradigm shift
  131. Information technology and development: creating ‘IT harems’, fostering new colonialism or solving ‘wicked’ policy problems?
  132. Information Technology-Enabled Communication and Organizational Effectiveness
  133. Leading the pack : future role of IS/IT professionals
  134. Mapping Institutional Impacts of Lean Communication in Lean Agencies
  135. Sourcing: new face to economies of scale and the emergence of new organizational forms
  136. Current trends in Internet use: E-communication, E-information and E-commerce
  137. Information technology and development: creating ?IT harems?, fostering new colonialism or solving ?wicked? policy problems?
  138. Towards a functionand process orientation: challenges for business leaders in the new millennium
  139. Wealth creation in the new millennium: conquering legacies and creating futures
  140. Towards a function and process orientation: challenges for business leaders in the new millennium
  141. Wealth creation in the new millennium: conquering legacies and creating futures
  142. Dysfunctionality in “citizenship” behaviour in decentralized organizations
  143. Globalization and information technology: vanishing social contracts, the “pink collar” workforce and public policy challenges
  144. Benchmarking and performance measurement in public sectors
  145. Designing for cultural diversity in an IT and globalizing milieu
  146. Demographics and leadership philosophy: exploring gender differences
  147. The role of IT in changing psycho-social contracts: a multi-stakeholder's perspective
  148. The role of IT in changing psycho‐social contracts: a multi‐stakeholder's perspective
  149. Managerialism ‐ something old, something borrowed, little new
  150. Best practice in the Australian Public Service (APS): an examination of discretionary leadership
  151. Maintaining the rage: from “glass and concrete ceilings” and metaphorical sex changes to psychological audits and renegotiating organizational scripts ‐ Part 2
  152. Maintaining the rage: from “glass and concrete ceilings” and metaphorical sex changes to psychological audits and renegotiating organizational scripts ‐ part 1
  153. From Phobias and Ideological Prescription
  154. Leadership and the public sector: an internationally comparative benchmarking analysis
  155. Innovation strategies for the adoption of new information technology in government: an Australian experience
  156. The commercialization of the Australian public service and the accountability of government
  157. Economic rationalism, risk and institutional vulnerability
  158. Molecular Innovation and Molar Scanning Strategies for the Adoption of New Information Technology (IT) in Learning Organizations
  159. Privatizing Vulnerability
  160. Leadership Hubris
  161. High-Performing Chairmen
  162. Aligning the Board
  163. Delicate Empiricism
  164. From Local Elites to a Globally Convergent Class
  165. The Creation of Shared Understanding
  166. Board Directors as Elites in the Context of International Joint Ventures
  167. CEO/Chairman Role Duality Desire
  168. Leadership and Ethics in a Managerialist Context
  169. Ethical Considerations in Management Research: A ‘Truth’ Seeker's Guide
  170. Auditing Moral Hazards for the Post-Global Financial Crisis (GFC) Leadership
  171. The Civic within the Democratic Project in the Digital Era
  172. The Civic within the Democratic Project in the Digital Era
  173. Corporate Income Inequality and Corporate Performance
  174. The Leadership Attributes of the Chairman of the Board
  175. Yolanda Kakabadse
  176. Urban Elites in Eighteenth-Century Northampton
  177. Exposing the 20th Century Corporation
  178. Radio-Frequency Identification and Human Tagging
  179. Dynamic Learning as Entrepreneurial Action in the Context of Open Innovation
  180. The Secret to Boards in Reinventing Themselves