All Stories

  1. Board diversity management in FTSE 350 - so close and yet so far: reflections and the way forward
  2. Building Resilience in a Crisis Through Boards – Exploring the Mediating Effect of Board Behavior
  3. Institutional context matters: board diversity and ESG outcomes in the UAE
  4. Unveiling the potential of digital human avatars in modern marketing strategies
  5. Decentralized autonomous organizations (DAOs): Stewardship talks but agency walks
  6. Seven Mantras for Board Chair Effectiveness—An Enlightened Approach for the 21st Century
  7. Carbon emissions, carbon disclosure and organizational performance
  8. Diversified boards and the achievement of environmental, social, and governance goals
  9. Carbon Emissions, Carbon Disclosure and Organizational Performance
  10. Do independent boards pay attention to corporate sustainability? Gender diversity can make a difference
  11. Board engagement with digital technologies: A resource dependence framework
  12. ESG in Growth Listed Companies: Closing the Gaps
  13. In search of stewardship: Advancing governance research
  14. The role of social entrepreneurs’ cosmopolitan orientation in bridging the gap between prosperity and social deprivation
  15. Female board directors' resilience against gender discrimination
  16. Socio-ecological resilience and environmental sustainability: case of avocado from Mexico
  17. Enhancing policy delivery: normalizing four critical contributions
  18. Board Members’ Religious Affiliations and Corporate Governance Practice: An Exploratory Study
  19. Reading the mindset of the secretary of state: shaping policy delivery effectiveness
  20. An integrative ethical approach to leader favoritism
  21. How job-related diversity affects boards’ strategic tasks performance: the role of chairperson
  22. Leading through discontinuous change: A typology of problems and leadership approaches in UK boards
  23. Business Incubator Managers’ Perceptions of their Role and Performance Success: Role Demands, Constraints, and Choices
  24. Personal Values and Corporate Responsibility Adoption
  25. Improving corporate governance with functional diversity on FTSE 350 boards: directors’ perspective
  26. Entrepreneurship and Global Cities
  27. Leadership in Government: Study of the Australian Public Service
  28. Diversity in the workplace: An overview of disability employment disclosures among UK firms
  29. Value-creating Boards—Diversity and Evolved Processes
  30. Firm ownership structure impact on corporate social responsibility: evidence from austerity U.K.
  31. Game of Regional Environmental Policy: Europe and US
  32. The chairperson and CEO roles interaction and responses to strategic tensions
  33. A Gender Perspective on Entrepreneurial Leadership: Female Leaders in Kazakhstan
  34. Global self-sustainability index
  35. Public–Private Partnerships
  36. A grounded investigation of Chinese office politics
  37. Compulsive Internet use and workaholism: An exploratory two-wave longitudinal study
  38. Self-concept clarity and compulsive Internet use: The role of preference for virtual interactions and employment status in British and North-American samples
  39. Legal and regulatory barriers to effective public-private partnership governance in Kazakhstan
  40. Self-concept clarity, social support, and compulsive Internet use: A study of the US and the UAE
  41. Gender Diversity and Board Performance: Women's Experiences and Perspectives
  42. What matters in business incubation? A literature review and a suggestion for situated theorising
  43. Impact of externalities on sustainable development: evidence from public-private partnerships in Kazakhstan and Russia
  44. Procedural Justice in Procurement Management and Inclusive Interorganizational Relations: An Institutional Perspective
  45. “Rules of engagement”
  46. Diversifying into technical clothing manufacture as entrepreneurial learning
  47. The Corporate Gini Index (CGI) determinants and advantages: Lessons from a multinational retail company case study
  48. Introducing matrix management within a children’s services setting – personal reflections
  49. Learning CSR for Sustainable Corporate Advantage
  50. CSR: the co-evolution of grocery multiples in the UK (2005-2010)
  51. Public–private partnerships in Russia: dynamics contributing to an emerging policy paradigm
  52. Compulsive internet use in adults: A study of prevalence and drivers within the current economic climate in the UK
  53. Public–Private Partnership’s Procurement Criteria: The case of managing stakeholders’ value creation in Kazakhstan
  54. Risk allocation in a public–private partnership: a case study of construction and operation of kindergartens in Kazakhstan
  55. Bilderberg People
  56. Rethinking the ontology of the shareholder model of the corporation
  57. Destructive Behaviours and Leadership: The Source of the Shift from a Functional to Dysfunctional Workplace?
  58. How to Make Boards Work
  59. Delving into the Boardroom “Black Box”: A Research Model of “Board Learning Capability” (BLC)
  60. Collaborative Corporate Strategy Research Programmes (C.C.S.R.P.) a Conceptual Integrative Strategic Framework for a Practical Research Agenda
  61. International financial reporting standards (IFRS) as a change agent in Ukraine
  62. Visceral behaviours and leadership: a dark side of boardroom life?
  63. Spiritual capital
  64. Conceptualising public‐private partnerships
  65. A grounded investigation of Chinese employees' psychological capital
  66. “He has told you, O man, what is good!”
  67. 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?
  68. Editorial
  69. Concessionary Nature of Public-Private Partnerships in Russia and Kazakhstan: A Critical Review
  70. Global Boards: One Desire, Many Realities – Edited by Andrew Kakabadse and Nada Kakabadse
  71. Global Elites
  72. France and the Memories of “Others”: <em>The Case of the Harkis</em>
  73. Can perceptual differences account for managerial success?
  74. Corporate governance: quo vadis?
  75. Income differentials and corporate performance
  76. Eleven sides to the Minister of the Crown
  77. The four pillars of corporate responsibility: ethics, leadership, personal responsibility and trust
  78. When Rules and Principles are Not Enough: Insiders’ Views and Narratives On the Global Financial Crisis
  79. Organisational politics: reconciling leadership's rational‐emotional paradox
  80. Chronic limitations of neo‐liberal capitalism and oligopolistic markets
  81. Leader characteristics and styles in the SMEs of the People's Republic of China during the global financial crisis
  82. The Invisible Hand Guiding Technology
  83. Developing “best practices” for bankers’ pay in line with Basel III.
  84. The financial system reform in China: The lesson learnt from the global financial crisis
  85. Between Trust and CSR: The Role of Leadership
  86. Managerial Ethics as a Prerequisite to CSR: The Person Behind the Role
  87. Ethics, spirituality and self: managerial perspective and leadership implications
  88. Auditing employee ownership in a neo‐liberal world
  89. Calling on Jefferson: the ‘custodiary’ as the fourth estate in the Democratic Project
  90. Self‐ or rule‐based governance: analysis of choice‐making behaviour
  91. The effectiveness of non‐executive directors in Chinese state‐owned enterprises
  92. The chemistry factor in the Chairman/CEO relationship
  93. Meaning and interpretation: insights and discourse
  94. Deliberative Inquiry: Integrated Ways of Working in Children Services
  95. Servant leadership in the People's Republic of China: a case study of the public sector
  96. Parameters of managerial effectiveness
  97. Radio-Frequency Identification and Human Tagging
  98. Is an ethical society possible?
  99. Job satisfaction: what is its true meaning in Greater China?
  100. A dynamic theory of leadership development
  101. CSR: the role of leadership in driving ethical outcomes
  102. Role as a mechanism for rotating leadership in a group
  103. Leadership discretion: a developmental experience
  104. CSR leaders road‐map
  105. The unbalanced high‐tech life: are employers liable?
  106. Strategy evolution in Central and Eastern European pharmaceutical firms 1992–2005
  107. Global Boards
  108. Leadership teams
  109. Citizenship
  110. Introduction
  111. Introduction
  112. Smart technology: the leadership challenge
  113. Leading for Success
  114. Janusian Mapping: A Mechanism of Interpretation
  115. Does strategic human resource management matter in high‐tech sector? Some learning points for SME managers
  116. Editorial
  117. The Elephant Hunters
  118. Leading the board
  119. Men of steel: ascendance of the owner‐manager in the steel industry
  120. The diamond industry as a virtual organization: past success and challenging future
  121. Addicted to technology
  122. The return of the chairman
  123. Longitudinal textual analysis: an innovative method for analysing how realised strategies evolve
  124. Strategy development in a transitional economy: the case of LEK
  125. Shared leadership: leading through polylogue
  126. Three temptations of leaders
  127. Evolutionary patterns of strategic change prior to liquidation: the case of Bioglan plc
  128. The three orthos of CSR
  129. Chairman of the board: demographics effects on role pursuit
  130. Using the HR intranet
  131. Communicative Action through Collaborative Inquiry: Journey of a Facilitating Co-Inquirer
  132. Effectiveness of private finance initiatives (PFI): study of private financing for the provision of capital assets for schools
  133. Investment dealers' ways of working: Integrating compensation with relational capital
  134. Taking ideology out of ethics: from failed business strategies to new cross‐cultural platforms
  135. HRM perspectives on addiction to technology and work
  136. Consultant's role: a qualitative inquiry from the consultant's perspective
  137. Perils of religion: need for spirituality in the public sphere
  138. The CEOs' characteristics and their strategy development in the UK SME sector
  139. 1% for 10%: executive strategies for customer care
  140. International joint venture (IJV) directors' contribution to board effectiveness
  141. Inside Out
  142. Chairman and chief executive officer (CEO): that sacred and secret relationship
  143. Corporate Social Responsibility
  144. Meaning of corporate social responsibility in a local French hospital: a case study
  145. Unique study assesses interactivity, impact of leadership styles
  146. Prudence vs professionalism
  147. Visioning the Pathway:
  148. Developing a leadership cadre for the 21st century: a case study of management development in the UK’s new civil service
  149. Outsourcing: Current and future trends
  150. Développer le système de leadership pour le 21ème siècle : Étude de cas sur le perfectionnement des cadres dans la nouvelle fonction publique britannique
  151. Corporate social responsibility and stakeholder approach: a conceptual review
  152. Directors' remuneration
  153. The ASP phenomenon: an example of solution innovation that liberates organization from technology or captures it?
  154. Intimacy
  155. Pension funds governance: an overview of the role of trustees
  156. Reviewing the knowledge management literature: towards a taxonomy
  157. Developing Reflexive Practitioners through Collaborative Inquiry: A Case Study of the UK Civil Service
  158. Cultural Diversity in the IT‐Globalizing Workplace: Conundra and Future Research
  159. Ethics, values and behaviours: comparison of three case studies examining the paucity of leadership in government
  160. Pension Fund Trustees:
  161. Strategic staffing of international joint ventures (IJVs): an integrative perspective for future research
  162. Understanding strategies for the improvement of inter‐organizational performance: cases from the air transport industry
  163. Polylogue as a platform for governance: integrating people, the planet, profit and posterity
  164. Outsourcing best practice: transformational and transactional considerations
  165. Reinventing the Democratic Governance Project through Information Technology? A Growing Agenda for Debate
  166. Application service providers (ASPs): new impetus for transformational change
  167. Making ‘modernising government initiatives’ work: culture change through Collaborative Inquiry (CI)
  168. Developing reflexive corporate leadership
  169. Spirituality and leadership praxis
  170. Guest editorial
  171. Trends in Outsourcing:
  172. Knowledge management: strategic change capacity or the attempted routinization of professionals?
  173. Smart Sourcing
  174. IS/IT governance: need for an integrated model
  175. Outsourcing in the public services: a comparative analysis of practice, capability and impact
  176. Corporate governance in South Africa: Evaluation of the King II Report (Draft)
  177. Dynamics of executive succession
  178. Low‐ and high‐context communication patterns: towards mapping cross‐cultural encounters
  179. From tacit knowledge to knowledge management: leveraging invisible assets
  180. Leadership Renewal: Towards the Philosophy of Wisdom
  181. Inequality of discourse: problematic consumption of justice in the common law legal system
  182. Role and Contribution of Non‐Executive Directors
  183. Board governance and company performance: any correlations?
  184. Multi‐skilled and multi‐faceted: a comparative survey of UK and Australian information systems and technology professionals
  185. Turning innovation into success: a strategic guide
  186. The Geopolitics of Governance
  187. Critical review – Outsourcing: a paradigm shift
  188. Information technology and development: creating ‘IT harems’, fostering new colonialism or solving ‘wicked’ policy problems?
  189. Information Technology-Enabled Communication and Organizational Effectiveness
  190. Leading the pack : future role of IS/IT professionals
  191. Mapping Institutional Impacts of Lean Communication in Lean Agencies
  192. Sourcing: new face to economies of scale and the emergence of new organizational forms
  193. Current trends in Internet use: E-communication, E-information and E-commerce
  194. Information technology and development: creating ?IT harems?, fostering new colonialism or solving ?wicked? policy problems?
  195. Towards a functionand process orientation: challenges for business leaders in the new millennium
  196. Wealth creation in the new millennium: conquering legacies and creating futures
  197. Towards a function and process orientation: challenges for business leaders in the new millennium
  198. Wealth creation in the new millennium: conquering legacies and creating futures
  199. Dysfunctionality in “citizenship” behaviour in decentralized organizations
  200. Editorial
  201. Globalization and information technology: vanishing social contracts, the “pink collar” workforce and public policy challenges
  202. Benchmarking and performance measurement in public sectors
  203. Designing for cultural diversity in an IT and globalizing milieu
  204. Demographics and leadership philosophy: exploring gender differences
  205. The role of IT in changing psycho-social contracts: a multi-stakeholder's perspective
  206. The role of IT in changing psycho‐social contracts: a multi‐stakeholder's perspective
  207. Managerialism ‐ something old, something borrowed, little new
  208. Best practice in the Australian Public Service (APS): an examination of discretionary leadership
  209. Maintaining the rage: from “glass and concrete ceilings” and metaphorical sex changes to psychological audits and renegotiating organizational scripts ‐ Part 2
  210. Maintaining the rage: from “glass and concrete ceilings” and metaphorical sex changes to psychological audits and renegotiating organizational scripts ‐ part 1
  211. From Phobias and Ideological Prescription
  212. Leadership and the public sector: an internationally comparative benchmarking analysis
  213. Innovation strategies for the adoption of new information technology in government: an Australian experience
  214. The commercialization of the Australian public service and the accountability of government
  215. Economic rationalism, risk and institutional vulnerability
  216. Molecular Innovation and Molar Scanning Strategies for the Adoption of New Information Technology (IT) in Learning Organizations
  217. Privatizing Vulnerability
  218. Leadership Hubris
  219. High-Performing Chairmen
  220. Aligning the Board
  221. Delicate Empiricism
  222. From Local Elites to a Globally Convergent Class
  223. The Creation of Shared Understanding
  224. Board Directors as Elites in the Context of International Joint Ventures
  225. CEO/Chairman Role Duality Desire
  226. Leadership and Ethics in a Managerialist Context
  227. Ethical Considerations in Management Research: A ‘Truth’ Seeker's Guide
  228. Auditing Moral Hazards for the Post-Global Financial Crisis (GFC) Leadership
  229. The Civic within the Democratic Project in the Digital Era
  230. The Civic within the Democratic Project in the Digital Era
  231. Corporate Income Inequality and Corporate Performance
  232. The Leadership Attributes of the Chairman of the Board
  233. Yolanda Kakabadse
  234. Urban Elites in Eighteenth-Century Northampton
  235. Exposing the 20th Century Corporation
  236. Radio-Frequency Identification and Human Tagging
  237. Dynamic Learning as Entrepreneurial Action in the Context of Open Innovation
  238. The Secret to Boards in Reinventing Themselves