2025 Vol.17 No.52025 Vol.17 No.42025 Vol.17 No.32025 Vol.17 No.22025 Vol.17 No.12024 Vol.16 No.62024 Vol.16 No.52024 Vol.16 No.42024 Vol.16 No.2/32024 Vol.16 No.1 Free Access2023 Vol.15 No.62023 Vol.15 No.52023 Vol.15 No.42023 Vol.15 No.32023 Vol.15 No.22023 Vol.15 No.12022 Vol.14 No.5/62022 Vol.14 No.42022 Vol.14 No.32022 Vol.14 No.22022 Vol.14 No.12021 Vol.13 No.62021 Vol.13 No.4/52021 Vol.13 No.32021 Vol.13 No.22021 Vol.13 No.12020 Vol.12 No.42020 Vol.12 No.32020 Vol.12 No.22020 Vol.12 No.12019 Vol.11 No.42019 Vol.11 No.32019 Vol.11 No.22019 Vol.11 No.12018 Vol.10 No.42018 Vol.10 No.32018 Vol.10 No.22018 Vol.10 No.12017 Vol.9 No.42017 Vol.9 No.32017 Vol.9 No.22017 Vol.9 No.12016 Vol.8 No.3/42015 Vol.8 No.22015 Vol.8 No.12014 Vol.7 No.3/42013 Vol.7 No.1/22012 Vol.6 No.3/42012 Vol.6 No.1/22011 Vol.5 No.3/42011 Vol.5 No.22011 Vol.5 No.12010 Vol.4 No.42010 Vol.4 No.32010 Vol.4 No.22010 Vol.4 No.12009 Vol.3 No.42009 Vol.3 No.32008 Vol.3 No.22008 Vol.3 No.12007 Vol.2 No.42007 Vol.2 No.32007 Vol.2 No.22007 Vol.2 No.12006 Vol.1 No.42006 Vol.1 No.32006 Vol.1 No.22005 Vol.1 No.1

International Journal of Learning and Change (IJLC)

International Journal of Learning and Change

2009 Vol.3 No.3

Special Issue on Complexity, Leadership and Change Processes

Guest Editor: Dr Stig O. Johannessen

Editorial

Pages Title and author(s)
214-229The complexity turn in studies of organisations and leadership: relevance and implications
Stig O. Johannessen
DOI: 10.1504/IJLC.2009.024689
230-247Leadership 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
248-263The 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
264-280Senior executives and the emergence of local responsibilities: a complexity approach to identity development and performance improvement
Nol Groot
DOI: 10.1504/IJLC.2009.024692
281-293Consultancy as temporary leadership: negotiating power in everyday practice
Chris Mowles
DOI: 10.1504/IJLC.2009.024693
294-307A complexity perspective on innovation processes for subsea technology development
Tone Merethe Berg Aasen
DOI: 10.1504/IJLC.2009.024694
308-328Skirts, sarees and sarongs: the rhetoric and reality behind the celebration of diversity in organisational life
Farhad Dalal
DOI: 10.1504/IJLC.2009.024695

 

Return to top