haku: @journal_id 53 / yhteensä: 379
viitteet: 56-65 / 379
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56.
From organizational development to change management: The emergence of a new profession
Journal of Applied Behavioral Science
1999 : SEP, VOL. 35:3, p. 273-286
 1999 Worren, N. A. M.
Ruddle, K.
Moore, K.
57.
The effectiveness of collective retrospection as a mechanism of organizational learning
Journal of Applied Behavioral Science
1999 : MAR, VOL. 35:1, p. 109-129
 1999 Busby, J.
58.
Corporate environment responsiveness strategies: the importance of issue interpretation and organizational context
Journal of Applied Behavioral Science
1999 : MAR, VOL. 35:1, p. 87-108
 1999 Sharma, S.
59.
Challenging "resistance to change"
Journal of Applied Behavioral Science
1999 : MAR, VOL. 35:1, p. 25-41
 1999 Dent, E.
Goldberg, S.
60.
Sanding down the edges: paradoxical impediments to organizational change
Journal of Applied Behavioral Science
1999 : MAR, VOL. 35:1, p. 8-24
 1999 Molinsky, A.
61.
Need for supervision: Its impact on leadership effectiveness
Journal of Applied Behavioral Science
1998 : DEC, VOL. 34:4, p. 486-501
 1998 Vries, R. E. de
Roe, R. A.
Taillieu, T. C. B.
62.
Implementing business process reengineering: the role of organizational justice
Journal of Applied Behavioral Science
1998 : SEP, VOL. 34:3, p. 347-360
 1998 Beugre, C.
63.
Reaping the benefits of information technology in organizations: a framework guiding appropriation of group support systems
Journal of Applied Behavioral Science
1998 : SEP, VOL. 34:3, p. 327-346
 1998 Boiney, L.
64.
Business process redesign and organization development: enhancing success by removing the barriers
Journal of Applied Behavioral Science
1998 : SEP, VOL. 34:3, p. 286-304
 1998 Moosbruker, J.
Loftin, R.
65.
Accelerated business transformation and the role of the organization architect
Journal of Applied Behavioral Science
1998 : SEP, VOL. 34:3, p. 268-285
 1998 Cheyunski, F.
Millard, J.
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