All Stories

  1. A research overview and analysis of the latest research in the field
  2. Devolving healthcare services redesign to local clinical leaders: does it work in practice?
  3. Strategic Human Resource Management
  4. Navigating competing institutional logics in a developing economy
  5. GP leadership in clinical commissioning groups: a qualitative multi-case study approach across England
  6. Clinical leadership in service redesign using Clinical Commissioning Groups: a mixed-methods study
  7. Employee ownership advantages
  8. Employee ownership and the drive to do business responsibly: a study of the John Lewis Partnership
  9. The Routledge Companion to Leadership
  10. Leadership in Organizations
  11. Clinical leadership
  12. Managing and resisting ‘degeneration’ in employee-owned businesses: A comparative study of two large retailers in Spain and the United Kingdom
  13. Quality assurance technologies in healthcare
  14. ‘The ground beneath my feet’: projects, project management and the intensified control of R&D engineers
  15. Clinical leadership
  16. Freelancing Expertise: Contract Professionals in the New Economy - By Debra Osnowitz
  17. The contribution of clinical leadership to service redesign: a naturalistic inquiry
  18. Governing the New NHS
  19. THE ADOPTION AND REJECTION PATTERNS OF PRACTITIONER-DEVELOPED TECHNOLOGIES: A REVIEW, A MODEL AND A RESEARCH AGENDA
  20. Steering whilst rowing: governing and managing health services from the centre
  21. Processes of senior managers' sensemaking and learning in a transitional economy
  22. Leadership in Organizations
  23. Don't stop the clock: manipulating hospital waiting lists
  24. Accountability of Foundation Trusts in the English Nhs: Views of Directors and Governors
  25. The reconfiguration of practical knowledge in competitive alliances
  26. Politics and power in training and learning: The rise and fall of the NHS university
  27. ‘Nature has no outline, but imagination has’ contrasting executive renditions of the ‘commitment to innovation’
  28. Sense‐making by clinical and non‐clinical executive directors within new governance arrangements
  29. The Routledge Companion to Strategic Human Resource Management
  30. Healthcare governance and organizational barriers to learning from mistakes
  31. Reply to Tara Fenwick
  32. Understanding Enterprise
  33. Leadership transmission: a muddled metaphor?
  34. Senior managers’ business knowledge in a transition economy
  35. Buyer–supplier collaborative relationships: Beyond the normative accounts
  36. Supply chain management: theory, practice and future challenges
  37. Managing the supply chain using in‐store supplier employed merchandisers
  38. Customer responsive supply chain strategy: An unnatural act?
  39. The Knowledge Work of General Managers
  40. Living with enterprise in an enterprise economy: Freelance and contract workers in the media
  41. The barriers to customer responsive supply chain management
  42. What Next for Strategic-level Leadership Research?
  43. What Are the Key General Manager Issues in ‘Supply Chain Management'?
  44. Managers' Theories About the Process of Innovation
  45. Flexible employment contracts and their implications for product and process innovation
  46. Industry Change and Union Mergers in British Retail Finance
  47. Narratives of Learning, Development and Innovation: Evidence from a Manufacturing SME
  48. Managers’ accounts of innovation processes in small and medium‐sized enterprises
  49. New Employee Relations Strategies in Britain: Towards Individualism or Partnership?
  50. THE MANAGEMENT OF INNOVATION PROBLEM
  51. Knowledge management initiatives: learning from failure
  52. Coping with World Class Manufacturing
  53. The Determinants of Management Development
  54. Towards the Learning Organisation? Explaining Current Trends in Training Practice in the UK
  55. Changing employment practices in UK banking: case studies
  56. From Personnel Management to HRM: The Implications for Teaching
  57. It's a small world:managing human resources in small businesses
  58. New wave manufacturing strategies
  59. Employment Policies and Practices In Uk Clearing Banks: an Overview1
  60. Is HRM catching on?
  61. Foreword
  62. Individualism and collectivism: into the 1990s
  63. The take-up of human resource management by mainstream companies: key lessons from research
  64. The 'New Agenda' and Human Resource Management: A Roundtable Discussion With John Edmonds
  65. Executive Development
  66. Individualization of the Employment Relationship and the Implications for Trade Unions
  67. Making European Managers: an Overview
  68. MANAGEMENT DEVELOPMENT IN BRITAIN AND JAPAN
  69. Managerial Careers And Management Development: a Comparative Analysis of Britain And Japan
  70. The Changing Face of Employment Management in Local Government
  71. Limits to transformation: human resource management in the British context
  72. Making managers in Britain: A progress report
  73. Management Development: A Literature Review and Implications for Future Research – Part II: Profiles and Contexts
  74. Human resource management in the public sector
  75. Management Development: A Literature Review and Implications for Future Research – Part I: Conceptualisations and Practices
  76. The Means of Management Control: A Reply to Friedman
  77. Bradford′s Two Revolutions: Political, Organisational and Human Resource Management Change in a Large Local Authority
  78. THE PEOPLE‐MANAGEMENT DIMENSION IN CURRENT PROGRAMMES OF ORGANISATIONAL CHANGE
  79. Developing Effective Managers: A Review Of The Issues And An Agenda For Research
  80. Developments in the Management of Human Resources
  81. a dialectic approach to accounting
  82. THE MANAGEMENT OF NEW OFFICE TECHNOLOGY: CHOICE, CONTROL AND SOCIAL STRUCTURE IN THE INSURANCE INDUSTRY
  83. MANAGEMENT CONTROL AS A BRIDGING CONCEPT
  84. The Means of Management Control