Journal of Applied Behavioral Science 1999 - Abstracts

Journal of Applied Behavioral Science 1999
TitleSubjectAuthors
A biography of Rolf P. Lynton.Social sciencesPareek, Udai
Action learning, fragmentation, and the interaction of single-, double-, and triple-loop change: a case of gay and lesbian workplace advocacy.Social sciencesCreed, W.E. Douglas, Foldy, Erica Gabrielle
A literary examination of electronic meeting system use in everyday organizational life.Social sciencesMcLeod, Poppy Lauretta
An appreciative biography of Racine Brown.(clinical psychologist)Social sciencesLynton, Rolf P.
An uncertain kind of academic.Social sciences 
Building bridges for refugees: toward a typology of bridging organizations.Social sciencesLawrence, Thomas B., Hardy, Cynthia
Cause or control? The temporal dimension in failure sense-making.Social sciencesCannon, David R.
Challenging "resistance to change.".Social sciencesDent, Eric B., Goldberg, Susan Galloway
Consistent and inconsistent impacts of a teacher-led empowerment initiative in a federation of schools.(Statistical Data Included)Social sciencesBartunek, Jean M., Greenberg, Danna N., Davidson, Barbara
Corporate environmental responsiveness strategies: the importance of issue interpretation and organizational context.(includes appendix)Social sciencesSharma, Sanjay, Vredenburg, Harrie, Pablo, Amy L.
Defining and measuring employee empowerment.Social sciencesHerrenkohl, Roy C., Judson, G. Thomas, Heffner, Judith A.
Deliverance, denial, and the death zone: a study of narcissism and regression in the May 1996 Everest climbing disaster.Social sciencesElmes, Michael, Barry, David
Employee participation and assessment of an organizational change intervention.(Statistical Data Included)Social sciencesCoyle-Shapiro, Jacqueline A.-M.
Entrepreneurial risk and strategic decision making: it's a matter of perspective.Social sciencesBusenitz, Lowell W.
Family therapy meets self-managing teams: explaining self-managing team performance through team member perceptions.Social sciencesGoel, Sanjay, Connerley, Mary L., Neck, Christopher P., Zuniga, Carla A.
From organizational development to change management: the emergence of a new profession.Social sciencesRuddle, Keith, Moore, Karl, Worren, Nicolay A.M.
General medical and complementary practitioners working together: the epistemological demands of collaboration.Social sciencesReason, Peter
Generating reflexivity from partnership formation: a phenomenological reasoning on the partnership between a Japanese pharmaceutical corporations and western laboratories.Social sciencesChikudate, Noboyuki
Henry W. Riecken: present at the beginning (many times) - biography of an applied behavioral scientist.Social sciencesAlderfer, Clayton P.
Increasing rejection rates for management journals.Social sciences 
Letting "the system" do the work: the promise and perils of computerization.Social sciencesHaines, David W.
Organizational reflections: parallel processes at work in a dual consultation.Social sciencesSmith, Kenwyn K., Zane, Nancie
Peer ratings versus peer nominations during training as predictors of actual performance criteria.Social sciencesKoslowsky, Meni, Schwarzwald, Joseph, Mager-Bibi, Tamar
Response to the olfactorily challenged.Social sciences 
Sanding down the edges: paradoxical impediments to organizational change.Social sciencesMolinsky, Andrew L.
The effectiveness of collective retrospection as a mechanism of organizational learning.Social sciencesBusby, J.S.
The leveling of organizational culture: egalitarianism in critical postmodern organization theory.Social sciencesFeldman, Steven P.
The open and closed corporation as conflicting forms of organization.Social sciencesGebert, Diether, Boerner, Sabine
Watching whale watching: exploring the discursive foundations of collaborative relationships.Social sciencesPhillips, Nelson, Lawrence, Thomas B., Hardy, Cynthia
This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.