Is microfoundational thinking critical to management thought and practice?

Devinney, TM

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Field	Value	Language
dc.contributor.author	Devinney, TM	en_US
dc.date.issued	2013-05-01	en_US
dc.identifier.citation	Academy of Management Perspectives, 2013, 27 (2), pp. 81 - 84	en_US
dc.identifier.issn	1558-9080	en_US
dc.identifier.uri	http://hdl.handle.net/10453/23686
dc.relation.ispartof	Academy of Management Perspectives	en_US
dc.relation.isbasedon	10.5465/amp.2013.0053	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Is microfoundational thinking critical to management thought and practice?	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	27	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	27	en_US

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