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Author:... Jacky Williams , Bill Farnsworth , Ken Starkey
Data Source:[J].Social Science & Medicine(IF 2.733), 1998, Vol.47 (9), pp.1197-1208Elsevier
Abstract:Abstract(#br)In the field of HIV/AIDS, social movement organisations (SMOs) have been identified as powerful potential catalysts for change through their impact on formal organisational structures and the policy process. In addition, they have the capacity to be important provide...
Author:Ken Starkey
Data Source:[J].Culture and Organization, 1999, Vol.5 (1), pp.179-194Taylor & Francis
Abstract:This fiction represents scenes from an imaginary MBA class's reaction to the showing of the Oliver Stone film, Wall Street, to explore different perspectives on the meanings of work and society in the light of Max Weber's pessimistic vision of the inexorable rise of capitalism. I...
Author:Ken Starkey , Christopher Barnatt
Data Source:[J].Technology Analysis & Strategic Management, 1997, Vol.9 (3), pp.271-286Taylor & Francis
Abstract:This paper sets out to examine the strategic, technological and organizational implications of Piore and Sabel's thesis of ‘industrial divides’— of critical moments in history when the existing logic of organizational and technological development comes to be challenged...
Author:Alan McKinlay , Ken Starkey
Data Source:[J].Business History, 1994, Vol.36 (1), pp.184-205Taylor & Francis
Abstract:Since 1979 the Ford Motor Co. has attempted to introduce fundamental changes in its corporate strategy, management structure and labour relations. This article focuses on the impact of corporate restructuring on the management of Ford UK. Significant changes in industrial relatio...
Author:Hugh Scullion , Ken Starkey
Data Source:[J].The International Journal of Human Resource Management, 2000, Vol.11 (6), pp.1061-1081Taylor & Francis
Abstract:There has been considerable research on the issues of board-level representation by personnel/HR directors and senior HR managers' involvement in strategic decision making. Since the early 1990s there has been a growing interest in international HRM, reflecting the growing recogn...
Author:Martin Binks , Ken Starkey , Christopher L. Mahon
Data Source:[J].Technology Analysis & Strategic Management, 2006, Vol.18 (1), pp.1-18Taylor & Francis
Abstract:Abstract(#br)This paper examines entrepreneurship education in the light of debates about the future of the business school, the nature of the MBA, with which management education is generally synonymous, and the links that need to be created between teaching and research. There ...
Author:Graeme Currie , Sue Tempest , Ken Starkey
Data Source:[J].The International Journal of Human Resource Management, 2006, Vol.17 (4), pp.755-774Taylor & Francis
Abstract:Much has been written about the implications for employees in the post-corporate era of boundaryless careers. Much less has been written about the problems and challenges facing employers within a boundaryless career context. This paper contributes to both levels of analysis...
Author:Krista Bondy , Ken Starkey
Data Source:[J].British Journal of Management, 2014, Vol.25 (1), pp.4-22Wiley
Abstract:We add to the global–local debate by highlighting concerns with the empirical and conceptual validity of the construct ‘integrated’ as it operates within corporate social responsibility ( CSR ). We do so by investigating the extent to which foreign national culture and ...
Author:... Krsto Pandza , Ken Starkey , Nicolay Worren
Data Source:[J].British Journal of Management, 2015, Vol.26 (3), pp.544-559Wiley
Abstract:The purpose and nature of management scholarship is contested, evidenced by debates about the ‘academic–practitioner divide’ and attendant remedies for addressing it, including mode 2 and mode 3 research, engaged scholarship, evidence‐based management and design science...
Author:CARY L. COOPER , KEN STARKEY
Data Source:[J].Organizational Dynamics, 2010, Vol.39 (2), pp.165-172Elsevier

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