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Further Reading CD

Argyris, C. (1993) Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change. San Francisco, CA: Jossey-Bass Inc.

Cameron, K.S. and Quinn, R.E. (1999) Diagnosing and Changing Organizational Culture: Competing Values Framework. Reading, MA: Addison-Wesley.

Carter, L., Giber, D. and Goldsmith, M. (eds) (2001) Best Practices in Organization Development and Change: Culture, Leadership, Retention, Performance, Coaching Case Studies, Tools, Models. San Francisco, CA: Jossey-Bass.

De Caluwe, L. and Yermaak, H. (2003) Learning to Change: A Guide for Organizational Change Agents. Thousand Oaks, CA: Sage.

Garvin, D.A. (2000) Learning in Action: A Guide to Putting The Learning Organization to Work. Boston, MA: Harvard Business School Press.

Tobin, D.R. (1998) The Knowledge-enabled Organization: Moving from ‘Training’ to ‘Learning’ to Meet Business Goals. New York: AMACOM.

Tsang, E. (1997) ‘Organizational learning and the learning organization: A dichotomy between descriptive and prescriptive research’, Human Relations, 50 (1): 73-89.

Weick, K.E. and Quinn, R.E. (1999) ‘Organizational change and development’, Annual Review of Psychology, 50:361-86.

 
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