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International Journal of Strategic Change Management
Published issues
2006 Vol.1 No.1/2
International Journal of Strategic Change Management
2006 Vol.1 No.1/2
Foreword
Pages
Title and author(s)
4-19
The centrality of process
Mark Shanley, Margaret Peteraf
DOI
:
10.1504/IJSCM.2006.011098
20-39
Strategic change of firms in response to economic liberalisation in an emerging market economy
Sougata Ray, Alok K. Chakrabarti
DOI
:
10.1504/IJSCM.2006.011099
40-52
How property rights economics furthers the resource-based view: resources, transaction costs and entrepreneurial discovery
Jongwook Kim, Joseph T. Mahoney
DOI
:
10.1504/IJSCM.2006.011100
53-60
Entrepreneurship, transaction costs, and resource attributes
Kirsten Foss, Nicolai Foss
DOI
:
10.1504/IJSCM.2006.011101
61-72
Leadership, organisations and the environment: applying population ecology models to understand a leader's influence on organisational performance
M. Ronald Buckley, Michael G. Harvey, Milorad M. Novicevic, Jonathon R.B. Halbesleben
DOI
:
10.1504/IJSCM.2006.011102
73-88
Initiating strategic changes in how local governmental units perform from annual reinvention to long-term vision: two case studies
Gary F. Keller
DOI
:
10.1504/IJSCM.2006.011103
89-95
An overview of competence development in SMEs
Allan Mulengani Katwalo
DOI
:
10.1504/IJSCM.2006.011104
96-112
Swimming with sharks: creating strategic change through multi-sector collaboration
Cynthia Hardy, Thomas B. Lawrence, Nelson Phillips
DOI
:
10.1504/IJSCM.2006.011105
113-126
Issues in the implementation of strategic change programmes and a potential tool to enhance the process
Keith Bedingham, Tom Thomas
DOI
:
10.1504/IJSCM.2006.011106
127-142
Critical perspectives on the evolution of new forms of organising
Fiona Graetz, Aaron Smith
DOI
:
10.1504/IJSCM.2006.011107
143-154
Diffusion of innovation: communicating to improve training and employee development
Claretha H. Banks
DOI
:
10.1504/IJSCM.2006.011108
155-170
The impact of organisational culture on organisational learning and attitudes concerning change from an institutional perspective
Ruth Alas, Maaja Vadi
DOI
:
10.1504/IJSCM.2006.011109
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