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

 

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