Journal of Applied Behavioral Science 2003 - Abstracts

Journal of Applied Behavioral Science 2003
TitleSubjectAuthors
A world of possibilities: implications for applied behavioral science.Social sciencesSmith, Kenwyn K.
A world with limitations: implications for applied behavioral science.Social sciencesBerg, David N.
Beyond the Ivory Towers: organizational power practices and a "practical" critical postmodernism.Social sciencesVoronov, Maxim; Coleman, Peter T.
Biography of Robert Tannenbaum: in memorial.(Biography)Social sciencesCulbert, Samuel A.
Consultant as container: assisting organizational rebirth in Mandela's South Africa.Social sciencesSmith, Kenwyn K.; Miller, Rose S.; Kaminstein, Dana S.
Coping with the sudden loss of an indispensable employee: an exploratory case study.Social sciencesStarke, Frederick A.; Dyck, Bruno; Mauws, Michael K.
Epic and tragic tales: making sense of change.Social sciencesBrown, Andrew D.; Humphreys, Michael
Ethical and strategic issues in organizational social network analysis.(Special Issue: Planned Organizational Change and Organizational Networks)Social sciencesBorgatti, Stephen P.; Molina, Jose Luis
Front and backstage processes of an organizational restructuring effort.(Special Issue: Planned Organizational Change and Organizational Networks)Social sciencesStevenson, 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 sciencesMeyerson, 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 sciencesKahn, William A.; Cross, Robert; Parker, Andrew
Negotiating with the Chinese: lessons from the field.Social sciencesMiles, Michael
Network conditions for organizational change.(Special Issue: Planned Organizational Change and Organizational Networks)Social sciencesMcGrath, Cathleen; Krackhardt, David
Nurturing collaborative relations: building trust in interorganizational collaboration.Social sciencesVangen, Siv; Huxham, Chris
Organizational change as a process of death, dying, and rebirth.Social sciencesZell, Deone
Reflections on the future of organization development.Social sciencesWorley, 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 sciencesTenkasi, Ramkrishnan; Chesmore, Marshal C.
Specific factors underlying reemployment self-efficacy: comparing control belief and motivational reason methods for the recently unemployed.Social sciencesWestaby, James D., Braithwaite, Kenneth N.
Strengthening organizational change processes: recommendations and implications from a multilevel analysis.Social sciencesWhelan-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 sciencesLegler, Ray; Reischl, Thomas
The revelation of organizational trauma.Social sciencesKahn, William A.
The role of networks in fundamental organizational change: a grounded analysis.(Special Issue: Planned Organizational Change and Organizational Networks)Social sciencesMohrman, Susan Albers; Tenkasi, Ramkrishnan V.; Mohrman, Allan M., Jr.
The "threat hypothesis," personality, and attitudes toward diversity.Social sciencesStrauss, Judy P.; Connerley, Mary L.; Ammermann, Peter A.
The use of questions in organizational consulting.Social sciencesDillon, J.T.
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