Aug
15
Key Words and Reference to Article Euram
August 15, 2008 |
Creativity:
20-01 Development of an Instrument to Measure the Characteristics of the Creative Manager
20-02 Knowledge Creation and New Product Idea Generation
20-05 Where New Ideas Come from: Creative Abduction
28-10 Creative Tension in the Innovation Process: The Influence of Controlling System’s Design
41-02 Born Globals and the Creative Industries.
Innovation and entrepreneurship:
18-01 Explanatory Factors to get a Typology of Innovation and Imitative Behaviour
18-02 The Co- Evolution of Technology & Entrepreneurship in Emerging Economies: A Framework for Development
18-06 Drivers of Radical Innovations: Promoters or Project Management?
18-08 Entrepreneurship in the Public Sector as Innovation Diffusion
18-09 Managing Innovation: A Longitudinal Look at Texas Instruments
18-10 System of Innovation: a Synthesis of the National, Regional and Sectoral Perspectives
18-21 Antecedents of Firm Innovativeness: An Empirical Study of the Propensity and the Capability to Develop New Products
18-26 Innovating in a Small Firm Network
21-02 How the business incubator adds value to Start-up firms: A knowledge based approach
37-07 Innovation-as-Practice, Implications for Management & Education. An Application of a Model based on Four Concepts to Analyse Activities of Innovators
42-11 International Co-operations and Entrepreneurship Development: A cross-cultural perspective
42-14 Incremental Product Innovation and Firm’s Performance
42-17 The Effect of Internal and Hired R&D Human resources on Innovation: Complementarity vs. Substitution
Resources:
02-01 Defining the Heterogeneity Construct and Linking It to Performance
02-06 Strategic Alliances in Convergent Industries. A Multiple Case Study.
02-08 Alliance Portfolios and Value Creation: a Resource-based and Competitive Dynamics Perspective
29-05 A Critical View of Intangible Resources on Performance Measurement within the Context of European Hospitals
Performance:
38-06 Strategic Thinking and Competitive Advantage
02-06 Strategic Alliances in Convergent Industries. A Multiple Case Study 02-25 Is Sustained Superior Economic Performance the Same as Competitive Advantage? the Case of Southwest Airlines
06-41 Ownership Structure and Performance in Spanish Companies
Capabilities:
14-07 Accumulation and Exploitation of Dynamic Capabilities: a Complex Dynamic Process
37-16 Complexity and Dynamic Capabilities
37-18 Strategy as Practice – Towards a more Dynamic Strategy View?
Organisational emotions:
12-01 “Inter-Passion”- Emotions in the Organisation –State-of-the-Art and Integral Perspectives
12-02 Strategizing in a SME Network. How Emotions may Seed, Speed or Impede Network Activities
12-03 The Emotion Intelligence Development at Workplace
36-01 Autoethnography as a Solution to Methodological Problems in Research on Emotion in Career
Culture:
16-09 Developing Culturally Diverse Organizations: A Participative and Empowerment-Based Training and Development Method
16-26 Analyzing Effects of Diversity and Group Norms on Conflict: a Dynamic and Perceptual Approach
17-13 Organizational Culture: Preferences and Realities
21-08 A cultural approach to organizational learning studies within the UK Creative Industry
Organisational Knowledge:
04-01 Organizational Knowledge: Acquisition, Proprietorship and Application
04-02 De Novo SME as a Distributed Knowledge System
10-01 WWW Sites Abillities to Mediate Added Value: the Knowledge Based evaluation
02-04 Explaining and Measuring Success in Emergent Industries. The effect of Technological capabilities on Firm Results
Knowledge based management:
22-05 Main Approaches of Knowledge -Based management
30-09 Cultural Aspects of Knowledge Management within Mergers and Acquisitions
42-09 The Influence of Knowledge Integration to International Technological Cooperation
Team dynamics
33-19 The Dynamics of Team Development in Information Technology Projects
Organisational learning:
03-09 Practices, Organizational Learning and Theory of Constitutional Law: the “Credit Mutuel Case”
04-04 Integral Learning -And the Role of Embodiment and Emotions in Learning within and of Organisations
04-09 The Determinants of Firm-specific Knowledge Learning: The Effects of Psychological Contract and HRM Practices
37-09 How Organizational Practice act as a Strategy Generating Principle- an Empirical Case from a University Hospital
04-05 Organisational Learning as Sense-Making: the Way Forward?
04-07 Deutero-Learning under Inconsistent Organizational Conditions: A Theoretical Outline
33-05 Facilitating Change by De-limiting Technology . A study of Implementation of E-learning in after Sales Service Support
14-05 Improving Learning and Decision Making in Dynamic Tasks: A Review and Assessment
21-07 Capability Learning Strategies in Software Product Development Companies
21-08 A cultural approach to organizational learning studies within the UK Creative Industry
33-21 Structuring the Project Environment for Learning
44-08 Experiential Learning in Different Domains: Qualitative Research of Japanese IT Experts
Organisational change:
18-03 A Process Model of Absorptive Capacity
41-16 A Foundation for Evolutionary Strategic Planning
04-06 Developing Competencies Through Inter-Organizational Knowledge Transfer- A Case Study of a Small High-Technology Company
04-08 Models as Strategic Learning Tools for Organizational Development
26-02 Organization Development and Organisational Patterning in Chinese Banks
26-04 Vision: Friend and Foe During Change
Knowledge sharing:
44-09 Personality Traits and Knowledge Sharing
44-10 A Study of Organizational Politics in Managers and Its Impact on Knowledge Sharing
Inter-organisational relationships/networks:
34-02 Network Structure and the Strategic Value of Virtual Organizations
34-03 Strategizing Relationships Between Corporations and Research Institutions: the Model of University-Industry Knowing Community
34-04 Simmelian Triads, Structural Holes, Social Capital and the Formation of High Quality Relationships in Distribution Channels – A Networks Perspective
40-01 The Role of relationship Quality in Interorganizational Cooperation: The Case of Franchise Networks
Technological Capabilities:
02-04 Explaining and Measuring Success in Emergent Industries. The effect of Technological capabilities on Firm Results
18-02 The Co- Evolution of Technology & Entrepreneurship in Emerging Economies: A Framework for Development
44-16 Understanding the Effect of it on organization. A Task-Technology Fit Perspective
Marketing:
02-09 Creating and Sustaining Competitive Advantage in Dynamic Markets. The Role of Marketing Equity
05-01 Trust and Loyalty in Client-Bank Relationships- a Qualitative Perspective
05-03 Communities of Practice and Brand Communities: a Proposal for an Integrated Approach to Customers’ Involvement in Organization
09-03 Web Consumer Behavior: the Effect of Uses and Gratifications on Innovativeness
10-09 Digital Word-of-Mouth: A Media-Richness Perspective of Consumer-Opinion Web Sites
10-11 Digital Content Marketing: a Perspective From Digital Information Products
10-12 Multi Channel Marketing and Profitability
Communication:
07-01 Searching Paradigms for Communication of Work Organisations
07-02 Communication Flow, Channels, Content and Climate in Downsizing
19-06 Internal Communication in a Change Process
Brand/identity
07-04 Fitting New Brand Principles? First Encounter at Bank Branches
07-05 You Are What You Wear: The Case of Academics in HE
07-06 Strategy, Structure, and Culture as Dimensions of the Coroprate identity Construct: an Extended Viewpoint
26-04 Vision: Friend and Foe During Change
30-06 Acquiring and Acquired Employees in a Post-Acquisition Organization: Difference on Identity, Image and Construed External Image
40-02 Strategic Brand Management of International Fashion Retailers
40-08 Fair Trade and Consumer Involvement: Are we Facing a new Consumer Rationality?
44-14 Self and Identity as Results of Structural Coupling: Towards a Salutogenetic Theory of Organizations
E-Business:
40-04 The Quality of E-Services: Measuring Satisfaction of Internet Customers
10-02 Online Transactions in the B2C Area: Innovative Opportunities and Strategies
10-04 Consumer Channel Choice: Integrating Electronic and Conventional Service Channels
10-05 Assessing the Value of Online Affiliate Marketing in the UK Financial Services Industry
10-06 From Tech Driven to Brand driven- has E-Business Grown up?
10-08 Exploring Search Maturity as an Antecedent for Loyalty for Online Consumers
10-09 Digital Word-of-Mouth: A Media-Richness Perspective of Consumer-Opinion Web Sites
10-11 Digital Content Marketing: a Perspective From Digital Information Products
Human Resource Management:
34-05 Managerial Behaviour as an Antecedent of Organizational Social Capital
45-01 Exploring a HRM and Performance Framework for Understanding Commitment to Change in Health Service Organizations: Evidence from Ireland
02-10 Renewing Competence Modes through Corporate Venturing
02-16 (Un)Great Expectations Effects of Underestimations and Self-perception on Performance
05-02 A Micro-Economic Perspective on Manager Selection in Nonprofit Organizations
14-03 Building Long Term Manufacturer-Retail Store Relationships through Strategic Human Resource Policies: A System Dynamics Approach
14-05 Improving Learning and Decision Making in Dynamic Tasks: A Review and Assessment
27-04 Perception of Intellectual Capital
28-02 The Impact of Performance Driven Behaviour on Organizational Results
28-08 Performance Management Systems – Ambition into Action
28-10 Creative Tension in the Innovation Process: The Influence of Controlling System’s Design
02-18 The SHRM Application Tool: Enabling Organizational Success Through a Continious Improvement Process for HRM
04-09 The Determinants of Firm-specific Knowledge Learning: The Effects of Psychological Contract and HRM Practices
14-03 Building Long Term Manufacturer-Retail Store Relationships through Strategic Human Resource Policies: A System Dynamics Approach
14-06 Building “Dynamic” Balanced Scorecards to Enhance Strategy Design and Planning in Public Utilities: Key-Findings from a Project in a City Water Company
17-02 High commitment Human Resource Management From an Ethical Perspective
17-07 Globalizing HRM: Recent Research on Managing Employees Internationally
17-16 An Empirical Study of Human Resource Management as a Field of Research
18-16 Managing Human Resources towards Promoting Knowledge Management and
Technical Innovation
43-02 Employee Participation – The Potential and The Problems: An Australian Public Health Perspective
43-05 The Study of Subordinate’s Acceptance of Supervisor’s Influence Tactics
Leadership:
38-09 Strategic Leadership Development: Adapting Organizational Leadership Systems with Emerging Futures
16-04 What leaders Say, See and Do: How Icelandic CEOs and Top Executives describe leadership, experience leadership and do leadership
15-10 Leadership, Gender and Sense-making
16-26 Analyzing Effects of Diversity and Group Norms on Conflict: a Dynamic and Perceptual Approach
43-01 A Study of the relationship between Leadership Power bases and Job Stress of Subordinates
22-05 Main Approaches of Knowledge -Based management
22-08 Learning Games in Management Courses
26-03 Effects of Coaching on Work Stress Process
16-28 The Positive Impact of Selection Criteria on Leadership Diversity: a Comparison of Two Organizations
26-07 Leadership Transformation and the Relationship of Values in the Organisational Transformation
27-01 The Collective Construct of Productive Organizational Energy and its Antecedents and Outcomes
27-06 Discourses of Middle Management Leadership
28-01 Leading in High Performance Culture. Lessons from Business and Top Sports
Corporate Responsibility:
40-08 Fair Trade and Consumer Involvement: Are we Facing a new Consumer Rationality?
03-11 When World Views Conflict: A framework for Analysing the Construction of Corporate Responsibility
03-14 Reducing Social Cost: how to Pass beyond Economic Dilemmas
06-40 Corporate Governance and Social Responsibility: Business Ethics Implementation in Different Enterprise Life Cycle Stage
06-47 How UK Universities Engage with their Local Communities: a Study of Employee Supported Volunteering
07-03 What Matters to Whom? Managing Trust across Diverse Stakeholders
17-02 High commitment Human Resource Management From an Ethical Perspective
Corporate Governance:
06-40 Corporate Governance and Social Responsibility: Business Ethics Implementation in Different Enterprise Life Cycle Stage
06-41 Ownership Structure and Performance in Spanish Companies
07-03 What Matters to Whom? Managing Trust across Diverse Stakeholders
17-04 Corporate Governance and Labour Management: a Cross-National Empirical Study
44-17 Reducing Social Costs: How to Pass beyond Economic Dilemmas’
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