Current Topics in Management

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Abce Model
Adam G. Sutcliffe
advanced management research methods
Andreas G. Nicolopoulos
Career Perceptions
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Causal Indeterminacy
Chief Executive Officer
Clement Psenicka
Congruency Conditions
Corrie E. Pogson
Daniel J. Svyantek
David Antonioni
Dynamic Congruency
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eq_isMigrated=2
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Eva E. Tsahuridu
Fit Index
Granger Macy
Henry Adobor
Interfirm Alliances
interfirm collaboration
Internal Coordination Costs
James Cordeiro
Jong-In Yoon
Kawai Anita Chan
Kenneth D. Mackenzie
Korean Settings
M. Afzalur Rahim
Marjorie Chan
Melissa L. Waite
Merit Pay
Middle East Radio Network
Negative Relationship
Nikos Bozionelos
organizational climate
organizational congruence
Perceptual Congruence
performance appraisal removal
Performance Appraisals
Performance Management Program
Psychological Contract
psychological contract theory
Referent Power
Referent Power Bases
Robert T. Golembiewski
Simon L. Albrecht
Strong Inference
Structural Holes
Superior Subordinate Communication
Supervisor Subordinate Communication
supervisor subordinate dynamics
Susan Stites-Doe
Vice Versa
Weak Data
William B. Lamb

Product details

  • ISBN 9781138508934
  • Weight: 650g
  • Dimensions: 152 x 229mm
  • Publication Date: 29 Jan 2018
  • Publisher: Taylor & Francis Ltd
  • Publication City/Country: GB
  • Product Form: Paperback
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This annual series presents research on the theory and practice of management. Its goal is to be truly comparative--in terms of the broad scope of management perspectives, in the broad-ranging locations of its research as well as its application, and in its comparisons of findings, methodologies, and operational definitions.Part I, "Organization Theory, Change, and Effectiveness," presents a model of organizational congruency, discusses managing interdependence to enhance organizational effectiveness, outlines a theoretical framework that clarifies the means by which IT can affect organizations' economic activities, and suggests how organization development approach can help find more satisfying equilibria of forces and stakeholders in today's organizational cultures. Part II, "Behavior and Attitudes in Organizations," considers values and leadership roles, discusses the role played by trust in interfirm collaboration, and explores the relationship between organizational climate and ethical decisions. Part III, "International and Cross-cultural Management," looks at various issues of management including power bases of supervisors and subordinates' conflict management strategies and commitment, organizational commitment of the U.S. and Korean workers; superior-subordinate communication in a multicultural workforce in Macao, and cynicism toward change in the public sector in Australia. Part IV, "Human Resource Management," deals with consequences of removing performance appraisal and merit pay; the entrepreneurial role to bring disconnected parties together for economic, social and/or political benefits; and relationships of downsizing to career perceptions and psychological contract. Part V, "Inference and Data in Management Research," urges greater use of strong inference and discusses the strength of data and the interaction between data and inference in a procedure called strong inference.