Journal of Applied Behavioral Science 2003 |
Title | Subject | Authors |
A world of possibilities: implications for applied behavioral science. | Social sciences | Smith, Kenwyn K. |
A world with limitations: implications for applied behavioral science. | Social sciences | Berg, David N. |
Beyond the Ivory Towers: organizational power practices and a "practical" critical postmodernism. | Social sciences | Voronov, Maxim; Coleman, Peter T. |
Biography of Robert Tannenbaum: in memorial.(Biography) | Social sciences | Culbert, Samuel A. |
Consultant as container: assisting organizational rebirth in Mandela's South Africa. | Social sciences | Smith, Kenwyn K.; Miller, Rose S.; Kaminstein, Dana S. |
Coping with the sudden loss of an indispensable employee: an exploratory case study. | Social sciences | Starke, Frederick A.; Dyck, Bruno; Mauws, Michael K. |
Epic and tragic tales: making sense of change. | Social sciences | Brown, Andrew D.; Humphreys, Michael |
Ethical and strategic issues in organizational social network analysis.(Special Issue: Planned Organizational Change and Organizational Networks) | Social sciences | Borgatti, Stephen P.; Molina, Jose Luis |
Front and backstage processes of an organizational restructuring effort.(Special Issue: Planned Organizational Change and Organizational Networks) | Social sciences | Stevenson, William B.; Bartunek, Jean M.; Borgatti, Stephan P. |
Interpreting silence and voice in the workplace: a conversation about tempered radicalism among Black and White women researchers. | Social sciences | Meyerson, Debra, Bell, Ella L J Edmondson., Nkomo, Stella, Scully, Maureen |
Layers of diagnosis for planned relational change in organizations.(Special Issue: Planned Organizational Change and Organizational Networks) | Social sciences | Kahn, William A.; Cross, Robert; Parker, Andrew |
Negotiating with the Chinese: lessons from the field. | Social sciences | Miles, Michael |
Network conditions for organizational change.(Special Issue: Planned Organizational Change and Organizational Networks) | Social sciences | McGrath, Cathleen; Krackhardt, David |
Nurturing collaborative relations: building trust in interorganizational collaboration. | Social sciences | Vangen, Siv; Huxham, Chris |
Organizational change as a process of death, dying, and rebirth. | Social sciences | Zell, Deone |
Reflections on the future of organization development. | Social sciences | Worley, Christopher G.; Feyerherm, Ann E. |
Social networks and planned organizational change: the impact of strong networks ties on effective change implementation and use.(Special Issue: Planned Organizational Change and Organizational Networks) | Social sciences | Tenkasi, Ramkrishnan; Chesmore, Marshal C. |
Specific factors underlying reemployment self-efficacy: comparing control belief and motivational reason methods for the recently unemployed. | Social sciences | Westaby, James D., Braithwaite, Kenneth N. |
Strengthening organizational change processes: recommendations and implications from a multilevel analysis. | Social sciences | Whelan-Berry, Karen S.; Gordon, Judith R.; Hinings, C.R. |
The relationship of key factors in the process of collaboration: a study of school-to-work coalitions. | Social sciences | Legler, Ray; Reischl, Thomas |
The revelation of organizational trauma. | Social sciences | Kahn, William A. |
The role of networks in fundamental organizational change: a grounded analysis.(Special Issue: Planned Organizational Change and Organizational Networks) | Social sciences | Mohrman, Susan Albers; Tenkasi, Ramkrishnan V.; Mohrman, Allan M., Jr. |
The "threat hypothesis," personality, and attitudes toward diversity. | Social sciences | Strauss, Judy P.; Connerley, Mary L.; Ammermann, Peter A. |
The use of questions in organizational consulting. | Social sciences | Dillon, J.T. |
This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.