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PLEASE NOTE THAT THIS RECORD RELATES TO THE VITALSOURCE EBOOK VERSION OF THE THEORY AND PRACTICE OF CHANGE MANAGEMENT 3E.
Access to the VitalSource eBook can only be purchased via palgrave. Meer
Illustrates how decision-making in organizations has to go beyond economic criteria and the individual level, due to the impossibility of making decisions that do not affect other human beings. Meer
Historical translations and underground transfers of knowledge and values between cultural domains merit more attention. This book discusses the past, present and future of meaning. Meer
This book shows how a system theoretical concept of technology helps us to understand the paradoxes of control. It describes a phenomenon which shows regularity that is unexpected against the background of received knowledge within management studies. Meer
'Innovation and Change in Japanese Management' shows which transformation processes and changes can be observed in Japanese companies in reaction to the economic challenges of the past decade. Meer
So what is a member-owned business? What does it look like? How can we distinguish it from an investor-owned business? The crucial distinction is between a business that is people-centred, and one that is money-centred. Meer
In the bestseller A Woman's Place is in the Boardroom the authors described the problem, gave comprehensive views of how it looked from both sides, and presented the arguments for positive change. Meer
A rigorous analysis of the implications of leadership being seen literally or metaphorically as a performance. The book introduces a framework which examines the performance of leadership through the dimensions of enactment, narrative and audience, focusing throughout on the ways in which managers can apply these ideas in their own leadership. Meer
This book explores organizations as not simply rational, technological structures and networks for organizing people around tasks and services; it defines organizations as relational, experiential, and perceptual systems. Meer
Leaders extol the value of pursuing challenging goals, but evidence suggests that this leads to disaster as often as success. Drawing upon real-life stories, including the Mount Everest Climbing Disaster, the author shows how destructive goal pursuit can cause the breakdown of learning in teams and calls for rethinking the role of the leader. Meer
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