A chapter for the “Process of Organizational Learning” section of the Handbook of Organizational Learning, ed. Meinolf Dierkes, A. Berthoin Antal, J. Child & I. Nonaka. Oxford: Oxford University Press, forthcoming. DRAFT: Please do not cite without author’s permission. Power and Politics in Organizations: Public and Private Sector Comparisons Joseph LaPalombara Yale University Political Organizations and Their Milieu Organizational learning derives
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A chapter for the “Process of Organizational Learning” section of the Handbook of Organizational Learning, ed. Meinolf Dierkes, A. Berthoin Antal, J. Child & I. Nonaka. Oxford: Oxford University Press, forthcoming. DRAFT: Please do not cite without author’s permission. Power and Politics in Organizations: Public and Private Sector Comparisons Joseph LaPalombara Yale University Political Organizations and Their Milieu Organizational learning derives most of its knowledge
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A person whom one knows but who is not a particularly close friend. Cognitive - Based on or capable of being reduced to empirical factual knowledge. Collaboration - To work jointly with others or together especially in an intellectual endeavor. Consensual – Existing or made by mutual consent without an act of writing. Correlate – Either of two things so related that one directly implies or is complementary to the other. Cramming - To prepare hastily for an examination. Cravings - An intense, urgent
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Negotiation: the Chinese style Tony Fang School of Business, Stockholm University, Stockholm, Sweden Abstract Purpose – To examine the nature of Chinese business negotiating style in Sino-Western business negotiations in business-to-business markets involving large industrial projects from a social cultural point of view. Design/methodology/approach – A conceptual approach developed from personal interviews. Findings – This study reveals that the Chinese negotiator does not possess an absolute
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essays make a substantial contribution to the development of comparative law, procedure and evidence. After an introduction by the editors and a tribute by Harold Koh, Dean of Yale Law School, the book is divided into four parts. The first part considers contemporary trends in national criminal procedure, examining cross-fertilisation and the extent to which these trends are resulting in converging practices across national jurisdictions. The second part explores the epistemological environment of
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Fundamentals of Project Management Third Edition This page intentionally left blank Fundamentals of Project Management Third Edition JAMES P. LEWIS American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM
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JAMES W. BERRY University of North Carolina at Chapel Hill Although many scholars believe that intrinsic motivation fuels creativity, research has returned equivocal results. Drawing on motivated information processing theory, we propose that the relationship between intrinsic motivation and creativity is enhanced by other-focused psychological processes. Perspective taking, as generated by prosocial motivation, encourages employees to develop ideas that are useful as well as novel. In three studies
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researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. American Marketing Association is collaborating with JSTOR to digitize, preserve and extend access to Journal of Marketing. http://www.jstor.org This content downloaded from 193.10.50.254 on Mon, 28 Sep 2015 11:20:14
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SDO Project (08/1501/94) Changing Management Cultures and Organisational Performance in the NHS (OC2) Research Report Produced for the National Institute for Health Research Service Delivery and Organisation programme April 2010 prepared by: Russell Mannion (University of Birmingham), Huw Davies (University of Dundee & St Andrews), Stephen Harrison (University of Manchester), Frederick Konteh (University of York), Ian Greener (University of Durham), Ruth McDonald (University of Nottingham),
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1960, went into production since 1964 and waggled from infancy to adulthood with smiling profits and growling workers, punctuated by smouldering demands, strikes and settlement until there brewed a confrontation culminating in a head-on collision following upon certain unhappy happenings. A total strike ensued whose chain reaction was a whole-sale termination of all employees followed by fresh recruitment of workmen defacto breakdown of the strike and dispute over restoration of the removed workmen
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