International Journal of Learning and Change (IJLC) - 3 - 3


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International Journal of Learning and Change (IJLC)

Volume 3 - Issue 3 - 2009

Special Issue on Complexity, Leadership and Change Processes
Guest Editor: Dr Stig O. Johannessen

Table of Contents

Pages	Title and authors
214 - 229	The complexity turn in studies of organisations and leadership: relevance and implications Stig O. Johannessen DOI: 10.1504/IJLC.2009.024689
230 - 247	Leadership within emergent events in complex systems: micro-enactments and the mechanisms of organisational learning and change James K. Hazy, Joyce Silberstang DOI: 10.1504/IJLC.2009.024690
248 - 263	The myth of rational objectivity and leadership: the realities of a hospital merger from a CEO's perspective John H. Tobin DOI: 10.1504/IJLC.2009.024691
264 - 280	Senior executives and the emergence of local responsibilities: a complexity approach to identity development and performance improvement Nol Groot DOI: 10.1504/IJLC.2009.024692
281 - 293	Consultancy as temporary leadership: negotiating power in everyday practice Chris Mowles DOI: 10.1504/IJLC.2009.024693
294 - 307	A complexity perspective on innovation processes for subsea technology development Tone Merethe Berg Aasen DOI: 10.1504/IJLC.2009.024694
308 - 328	Skirts, sarees and sarongs: the rhetoric and reality behind the celebration of diversity in organisational life Farhad Dalal DOI: 10.1504/IJLC.2009.024695
Pages	Title and authors