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Number of items: 13.

Alferoff, Catrina and Knights, David (2009). Making and mending your nets: managing relevance, participation and uncertainty in academic–practitioner knowledge networks. British Journal of Management, 20(1) pp. 125–142.

Balogun, Julia; Gleadle, Pauline; Hope Hailey, Veronica and Willmott, Hugh (2005). Managing change across boundaries: boundary-shaking practices. British Journal of Management, 16(4) pp. 261–278.

Caird, Sally (1991). Testing enterprising tendency in occupational groups. British Journal of Management, 2(4) pp. 177–186. file

Caird, Sally (1990). What does it mean to be enterprising? British Journal of Management, 1(3) pp. 137–145. file

Carlisle, Ysanne and Baden-Fuller, Charles (1999). Punctuated and continuous change: The UK water industry. British Journal of Management, 10(s1) pp. 3–19.

Conway, Neil; Kiefer, Tina; Hartley, Jean and Briner, Rob B. (2014). Doing more with less? Employee reactions to psychological contract breach via target similarity or spillover during public sector organizational change. British Journal of Management (Early View). file

Ferlie, Ewan; Hartley, Jean and Martin, Steve (2003). Changing public service organizations: current perspectives and future prospects. British Journal of Management, 14(s1) S1-S14. file

Glaister, Keith W. and Frecknall Hughes, Jane (2008). Corporate strategy formulation and taxation: evidence from UK Firms. British Journal of Management, 19(1) pp. 33–48.

Kale, Dinar (2010). The Distinctive Patterns of Dynamic Learning and inter-firm Differences in the Indian Pharmaceutical Industry. British Journal of Management, 21(1) pp. 223–238. file

Laing, Angus and Hogg, Gillian (2002). Political exhortation, patient expectation and professional execution: perspectives on the consumerisation of health care. British Journal of Management, 13(2) pp. 173–188.

Vangen, Siv and Huxham, Chris (2003). Enacting leadership for collaborative advantage: dilemmas of ideology and pragmatism in the activities of partnership managers. British Journal of Management, 14(Supp.1 Special issue on public sector organisations) pp. 61–76.

Wensley, Robin (2011). Getting too close to the fire : the challenge of engaging stories and saving lives. British Journal of Management, 22(3) pp. 370–381.

Wilson, David and McKiernan, Peter (2011). Global mimicry: putting strategic choice back on the business school agenda. British Journal of Management, 22(3) pp. 457–469.

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